A STUDY ON PERCEPTION OF THE EMPLOYEES TOWARDS

EMPLOYEE RETENTION STRATEGIES WITH SPECIAL

REFERENCE TO M/s. POMONA INDUSTRIES LTD.,
COIMBATORE

Submitted in partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

Submitted by
M.N.KRISHNADAS

(Enrolment. No. 08AMBHR2014)

(Reg. No.08NHR7014)

HUMAN RESOURCE MANAGEMENT

TN0218- SETHUPATHI INSTITUTE OF HIGHER

STUDIES -P , 469 R V COMPLEX, PEELAMEDU,
COIMBATORE - 641 004.

Under the guidance of

Mr. M. PRASAD, M.Sc., M.B.A., M.Phil., PGDOR.,
Lecturer in Department of Master of Business Administration,
KSR College of Arts and Science, Tiruchengode-637215

SCHOOL OF DISTANCE EDUCATION

BHARATHIAR UNIVERSITY
COIMBATORE-641 046

APRIL 2010

i
 Certificate
CERTIFICATE

This is to certify that the project work entitled “A STUDY ON

PERCEPTION OF THE EMPLOYEES TOWARDS EMPLOYEE RETENTION

ii
STRATEGIES WITH SPECIAL REFERENCE TO M/s. POMONA INDUSTRIES

LTD., COIMBATORE, submitted to Bharathiar university in partial fulfillment of the

requirements for the award of the degree of Master of Business Administration in Human

Resource Management is a record of the original work done by Mr. M.N.Krishnadas,

(08AMBFM2014) (Reg.No.08NHR7014) under supervision and guidance and that this

project work has not formed the basis for the award of any Degree/Diploma/Associate

ship/Fellowship or similar title to any candidate of any university.

Mr. M. PRASAD, M.Sc., M.B.A., M.Phil., PGDOR.,

Lecturer in Department of Master of Business Administration,
KSR College of Arts and Science, Tiruchengode-637215.

Forwarded by

Director
School of Distance Education
Bharathiar University
Coimbatore-46

Submitted for University Examination held on________________

Internal Examiner External Examiner

iii
 Declaration

DECLARATION

I hereby declare that this project work titled “A STUDY ON

PERCEPTION OF THE EMPLOYEES TOWARDS EMPLOYEE RETENTION

STRATEGIES WITH SPECIAL REFERENCE TO M/s. POMONA INDUSTRIES

LTD., COIMBATORE” under the guidance of Mr. M.PRASAD and that this project

iv
work has not formed the basis for the award of my degree/Diploma/ Associate ship/

Fellowship or similar title to any candidate of any university.

Signature of the candidate

Name : M.N.Krishnadas

Enrolment No : 08AMBHR2014

Course with specialization : MBA (Human Resource Management)

DATE:

Countersigned by

Signature of the Guide Signature of the Centre-Coordinator

(Mr. M. PRASAD)

v
 Dedication

vi
Dedicated to the true voice of
youth

vii
 Acknowledgement
Acknowledgement
I wish to please record of my deepest sentiments of gratitude to all those who

have whole hearted by contributed to the successful completion of this project work.

I express my thanks to “Pomona Industries Limited” at Coimbatore, for

promoting me to do my project in their organization.

I express my sincere and special thanks to Coordinator of Sethupathi Institute of

Higher Studies, School of distance education, Bharathiar University for extending help

in conducting the study.

My project would not have seen the light of day, if it was not the efforts of my

faculty guide Mr. M. Prasad, Lecturer in Department of Master of Business

Administration, KSR College of Arts and Science, Tiruchengode. Who has been my

guiding force throughout the course of the project.

viii
 I sincerely thank Mr. SHIVASHANKARAN (HR Manager) and team,

M/s. Pomona Industries Ltd., Coimbatore for their valuable guidance and

support.

I express my sincere gratitude to all my respondents and to all my friends who

helped me to complete this project successfully.

M.N.Krishnadas

ix
 Contents

CONTENTS
PAGE
CHAPTER NO. TITLE
NO.
CHAPTER-I
PART-A
INTRODUCTION 1-9
Meaning 4
Definition 4
HR Practices to retain employees 5
Corporate practices 8
Infosys 8
Taj group of hotels 9
Thejo Engineering Ltd. 9
PART-B REVIEW OF LITERATURE 10-13
CHAPTERII RESEARCH METHODOLOGY 14-22
Introduction 14
Formulation of research problem 14
Need for the study 15
Pilot study 16
History of the organization 16
Aim of the study 17
Objectives of the study 17
Hypotheses 18
Research design 19
Operational definitions 19
Universe 20
Sampling procedure 20
Inclusion criteria 20
Exclusion criteria 21
Method of data collection 21
Tools of data collection 21
Statistical analysis 22
Problems faced by the researcher 22
Limitations of the study 22
Chapterization 22
CHAPTER-III DATA ANALYSIS AND INTERPRETATION 23-54
CHAPTER-IV FINDINGS, SUGGESTIONS AND 55-63

x
CONCLUSION
Findings 55
Suggestions 61
Conclusion 63
BIBLIOGRAPHY 64-67
APPENDIX

List of Tables

xi
 LIST OF TABLES

TABLE
TITLE PAGE NO.
NO.
DISTRIBUTION OF THE RESPONDENTS BY THEIR
1 23
AGE
DISTRIBUTION OF THE RESPONDENTS BY THEIR
2 25
DEPARTMENT
DISTRIBUTION OF THE RESPONDENTS BY THEIR
3 27
MARITAL STATUS
DISTRIBUTION OF THE RESPONDENTS BY THEIR
4 29
EDUCATIONAL QUALIFICATION
DISTRIBUTION OF THE RESPONDENTS BY THEIR
5 31
SALARY
DISTRIBUTION OF THE RESPONDENTS BY THEIR
6 33
FAMILY INCOME PER MONTH
DISTRIBUTION OF THE RESPONDENT BY THEIR
7 35
TYPE OF FAMILY
DISTRIBUTION OF THE RESPONDENTS BY THEIR
8 37
SIZE OF FAMILY
DISTRIBUTION OF THE RESPONDENTS BY THEIR
9 39
RESIDENCE
DISTRIBUTION OF THE RESPONDENTS BY THEIR
10 41
EXPERIENCE IN PRESENT COMPANY
DISTRIBUTION OF THE RESPONDENTS BY THEIR
11 43
TOTAL WORK EXPERIENCE
ONE WAY ANALYSIS OF VARIANCE AMONG THE
AGE OF THE RESPONDENTS WITH REGARD TO THE
12 45
PERCEPTION TOWARDS EMPLOYEE RETENTION
STRATEGIES
STUDENT’S ‘t’ TEST BETWEEN MARRIED AND
UNMARRIED RESOPONDENTS WITH REGARD TO
13 46
THE PERCEPTION TOWARDS EMPLOYEE
RETENTION STRATEGIES
ONE WAY ANALYSIS OF VARIANCE AMONG THE
EDUCATIONAL QUALIFICATION OF THE
14 47
RESPONDENTS WITH REGARD TO THE PERCEPTION
TOWARDS EMPLOYEE RETENTION STRATEGIES

xii
 ONE WAY ANALYSIS OF VARIANCE AMONG THE
SALARY OF THE RESPONDENTS WITH REGARD TO
15 48
THE PERCEPTION TOWARDS EMPLOYEE
RETENTION STRATEGIES
ONE WAY ANALYSIS OF VARIANCE AMONG THE
FAMILY INCOME/MONTH OF THE RESPONDENTS
16 49
WITH REGARD TO THE PERCEPTION TOWARDS
EMPLOYEE RETENTION STRATEGIES
STUDENT’S ‘t’ TEST BETWEEN THE TYPE OF
FAMILY OF THE RESOPONDENTS WITH REGARD TO
17 50
THE PERCEPTION TOWARDS EMPLOYEE
RETENTION STRATEGIES
STUDENT’S ‘t’ TEST BETWEEN THE SIZE OF
FAMILY OF THE RESOPONDENTS WITH REGARD TO
18 51
THE PERCEPTION TOWARDS EMPLOYEE
RETENTION STRATEGIES
STUDENT’S ‘t’ TEST BETWEEN THE RESIDENCE OF
THE RESOPONDENTS WITH REGARD TO THE
19 52
PERCEPTION TOWARDS EMPLOYEE RETENTION
STRATEGIES
ONE WAY ANALYSIS OF VARIANCE AMONG THE
YEAR OF EXPERIENCE IN THE COMPANY WITH
20 53
REGARD TO THE PERCEPTION TOWARDS
EMPLOYEE RETENTION STRATEGIES
ONE WAY ANALYSIS OF VARIANCE AMONG TOTAL
EXPERIENCE OF THE RESPONDENTS WITH REGARD
21 54
TO THE PERCEPTION TOWARDS EMPLOYEE
RETENTION STRATEGIES

xiii
 List of Charts

LIST OF CHARTS
CHART NO. TITLE PAGE NO.
DISTRIBUTION OF THE RESPONDENTS BY
1. 24
THEIR AGE
DISTRIBUTION OF THE RESPONDENTS BY
2. 26
THEIR DEPARTMENT
3. DISTRIBUTION OF THE RESPONDENTS BY 28

xiv
 THEIR MARITAL STATUS
DISTRIBUTION OF THE RESPONDENTS BY
4. 30
THEIR EDUCATIONAL QUALIFICATION
DISTRIBUTION OF THE RESPONDENTS BY
5. 32
THEIR SALARY
DISTRIBUTION OF THE RESPONDENTS BY
6. 34
THEIR FAMILY INCOME PER MONTH
DISTRIBUTION OF THE RESPONDENT BY THEIR
7. 36
TYPE OF FAMILY
DISTRIBUTION OF THE RESPONDENTS BY
8. 38
THEIR SIZE OF FAMILY
DISTRIBUTION OF THE RESPONDENTS BY
9. 40
THEIR RESIDENCE
DISTRIBUTION OF THE RESPONDENTS BY
10. 42
THEIR EXPERIENCE IN PRESENT COMPANY
DISTRIBUTION OF THE RESPONDENTS BY
11. 44
THEIR TOTAL WORK EXPERIENCE

Chapter – I

xv
 Part - A
Introduction

Chapter – I

xvi
 Part - B
Review of literature

Chapter – II

xvii
 Research methodology

Chapter – III

Analysis & Interpretation

xviii
 Chapter – IV

Findings, Suggestions &

Conclusion

xix
 Bibliography

xx
 Appendix

CHAPTER – I
PART - A
INTRODUCTION

The most challenging job for the present day HR manager in a highly competitive

business environment is to identify, recruit and retain high quality of employees for the

business enterprise. In many large organizations, HR recruitment and retention strategy

revolves around creating a competitive compensation and benefits package, or instituting

an employee appreciation and recognition program. On the other hand, the smaller

xxi
companies think that attracting the best talent is lost cause of them because they cannot

offer the competitive compensation packages that their big brothers offer. While

compensation package is an important factor to attract good talent, from the employee’s

point of view, it is not the sole factor influencing the decision to join a company. Some

companies have an extraordinary flair to recruit and retain highly capable employees.

These companies are described as ‘Talent Magnets’-the employer of choice for the highly

talented people. Such companies realize that the key to attracting and retaining quality

employees is not merely compensation and benefits packages but other non-pecuniary

factors. They attract and retain competent employees by satisfying the key human needs

that influence performance and loyalty. They satisfy these needs by leading and

managing these skilled employees appropriately.

Employees are the internal customers of the organizations and the ability of the

organization to satisfy their needs reflects the HR philosophy of the company. The key to

marketing and customer service success lies in understanding what the customer wants,

and then delivering the product or service that is designed to meet the customer’s need.

Similarly, competing in the labour market requires understanding of the employees’

needs, and development of HR retention strategies to recruit and retain the best talent and

motivate them to contribute their best to the organization. Pride in the establishment

where they work and what they do; meaningful work; respect – both personal and

professional; and sincere expressions of appreciation – are some of the things the talented

employees expect from an organization. Above all, the opportunity to make a significant

contribution that can benefit the company goes a long way in making the employee

committed to the organization.

xxii
 Companies that produce mediocre products or provide poor service have

limitations in attracting and retaining excellent workers despite having benefits and

compensation package that are generous. Conversely, companies that offer superior

quality products and services are far more likely to attract and retain the best brains even

though their compensation may be relatively low.

Meaningful work and purpose inspires talented employees far more than a

generous benefits package. Challenging work kindles the inner drive an urge of an

individual and the employee propels himself to a higher trajectory of performance.

Talent Magnet organizations address this issue through powerful vision. The

organizations commitment to its missions and vision captures the hearts and souls of their

workforce. Such organizations continuously communicate three missions and vision to

the employees and the important role each employee has in making the vision a reality.

The employees are given the tools and freedom to make a difference in the company.

The organizational culture is open and transparent, where the employees shed all

importantly, talent magnet organizations make a conscious attempt to ensure that there is

goal congruence of the individual with that of the organization so that both the

organization and the individual mutually benefit from their relationship.

Opportunities to learn and grow are powerful motivators to inspire talented

workforce. When work allows employees to use their minds, acquire new skills, and face

situations that enable them to grow, they become enthusiastic about the work. Talent

Magnet organizations address this fundamental need by providing employees with

xxiii
ongoing learning opportunities through formal training and cross training, and also by

assigning appropriate projects and responsibilities. Even production work that might not

be considered ‘knowledge work’, gains an importance that satisfies the individual need

for recognition. The employee does not feel that he is a mere a ‘clog in the wheel’ using

a team model, production workers in some enterprises are given the important job of

having the first contact with the customer that in turn determines the customer’s first

impression of the organization.

The image of the company is a critical component to attract good talent. Great

companies retain great people. If the company has strong brand image in the market it

automatically builds strong brand in the labour marketplace. The quality of internal

control to a large measure influences the ability to attract talented people. Outdated

technology, inadequate resources, inefficient work processes, and stifling bureaucracy

drive away the able individuals. On the other hand, when a company is open to learning

and is willing to foster a congenial environment, employees stretch that extra bit to

perform well and stay committed to the organization.

How well the management team treats the employees is a very important factor.

In many companies there is the practice to promote technically adapting people to

management positions, even if they have virtually no people skills. The problem is

further compounded because the mangers are not given opportunities to develop their

people management skills through management training and coaching that are designed

to help the managers to bring out the best in their workers. Worse, many companies turn

xxiv
a blind eye to disrespectful or even abusive behavior by managers. The importance of

having a top notch management team and great supervisors cannot be over emphasized.

Retention is one of the important aspects of an organization. The subject

retention deals about identification of human behavior and indicate their personnel

feeling, it 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. A

good employer knows how to attract and retain his employees. This is one of the hottest

topics for the corporate leaders of all fields in India and across the world. Some

organizations are on the top because they value their employees and know how to keep

them glued to the organization. Whatever the reason, personal or professional, the

employers should take care of employees. If they don’t, they could leave without enough

good employees. The supervisors must be prepared to be collaborative, supportive, and

nurturing their people, the ‘my-way-or-the-highway’ style of management is a thing of

past. Employee retention involves being sensitive to people’s needs and demonstrating

the various strategies, as told in Roger Herman’s classic book on employee retention.

The environment, relationship, support, growth and compensation are the various

measures to be taken to encourage employees to remain with the organization for the

maximum period of time.

All the companies are planning to increase their turnover every moment. While in

all this workout of increasing the turnover, they forget about their loss incurred by the

resignation of employees and the expenses of hiring new employees (hiring cost, training

cost, productivity less, etc.). This hiring of a new employee normally costs around 35 per

xxv
cent or more of the average employee salary. Nearly 90 per cent of the bosses think their

employees quit making more money, but 90 per cent of the bosses are wrong. HR people

can tell about their top issue these days, and it is likely to be retention. That is no

surprise. The cost in dollars and disruption of replacing a trained employee is enormous.

One of the studies identified the following six ‘real’ reasons why employees leave.

 Job not as expected.

 Job doesn’t fit talents and interests.

 Little or no feedback/coaching.

 No hope for career growth.

 Feel overworked and stressed out.

 Lack of trust or confidence in leaders.

Retaining valuable staff is becoming increasingly difficult in today’s

environment. Global Hunt proudly talks about its retention policy, 80 per cent of the

companies are proactively planning and practicing to improve the employee retention rate

by themselves or with the help of specialized skill and knowledge personals who walk

through their doors every morning, and walk out every night.

MEANING

Employee retention means 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.

xxvi
DEFINITION

"An effective Employee Retention Program is a systematic effort to create and

foster an environment that encourages employees to remain employed by having policies

and practices in place that address their diverse needs."

-Definition by Employee Retention Workgroup

Employees of 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 would be left with no good employees. A good

employer should know how to attract and retain its employees.

HR PRACTICES TO RETAIN EMPLOYEES

Increasing the organization’s level of professionalism: Employees leave companies

where intra-organizational interactions are unstructured, and decisions, ad-hoc and driven

more by personal prejudice rather than professional consideration. By adopting systems

that introduce an element of objectivity into its internal operations, a company can create

a better workplace.

xxvii
Moving from family to professional management: In most family-managed organizations,

professional managers leave because they cannot see themselves holding key positions,

or functioning with the level of independence that their designations merit. By inducting

professionals into senior management positions, a company can lower its attrition-rate.

Making performance appraisals objective: Employees like to know how, when, and by

whom their performance is going to be measured. An appraisal process that lists objective

and measurable criteria for performance appraisal removes the uncertainty in the minds

of employees that their superiors can rate their performance any way in which they

please.

Involving employees in the decision-making process: People like to work in

organizations where their opinions count. The higher an employee's involvement in

decision-making, the higher the organization’s retention-level. If a participative decision-

making process is good then the total empowerment will be better.

Ensuring a match between authority and accountability: Most companies fall into the trap

of holding an employee accountable for a specific activity without empowering her with

the authority to perform it well. Often, the situation is exacerbated by the fact that they

vest another employee with the same authority, but do not hold him accountable!

Measuring employee satisfaction: Obsessed with catering to the demands of their external

customers, companies ignore their internal customers. Periodic employee satisfaction

surveys can highlight the potential flash-points, and enable the company to take

corrective action.

xxviii
Achieving a match between individual and organizational goals: Many companies fall

into the trap of expecting their employees to subsume their individual objectives before

the organizational one. This forces employees to leave. The best companies achieve a

balance between the two.

Designing a competitive compensation package: Money is not a motivator, but it is an

effective de-motivator. While organizations that pay best-in-industry salaries may find

themselves unable to use that fact to motivate their employees, those that do not could

find their best employees leaving.

Increasing organizational transparency: People do not like to work in black-box like

organizations, where information is rationed out on a need-to-know basis. They prefer a

transparent organization that is willing to share every aspect of its functioning with its

employees.

Promoting employees from within: A company that constantly fills vacancies by hiring

from outside is certain to face retention problems. Employees who realize that they are

unlikely to be promoted to fill the vacancies will leave the organization. Growing your

own is a sound retention strategy.

Helping employees acquire new skills: As the job-profiles and desired skills-sets for a

particular job change, companies may feel the need to hire employees with new skills, or

retrain their existing employees. Companies that choose to do the latter will find it easier

to retain their people since the training signals that the organization values their

contribution, and is willing to invest in upgrading their skills.

xxix
Offering stock options: ESOPs are a sign that the organization recognizes the role of the

individual in its performance, and is willing to share the benefits with her.

Focusing on welfare measures: Employees are not just warm bodies; they are individuals

with families and lives of their own outside the workplace. Organizations that recognize

this will help employees to achieve a better balance between life and work and is likely to

face fewer problems than those that do not.

Across industry-types, increasing the organization’s level of professionalism,

instituting an objective performance appraisal system, and ensuring a match between

responsibility and authority are the 3 most-used techniques to improve retention. In

addition, InfoTech companies focus their efforts on 3 more techniques: increasing

employee satisfaction, designing competitive compensation-packages, and involving

employees in decision-making.

Hi-tech companies differ from other industries in one another aspect. Most

manufacturing, marketing, and services companies are not able to achieve the desired

level of performance along any of the retention techniques they adopted, but InfoTech

and telecom companies exceed the desired level. High potential attrition-rates and the

growing demand for trained InfoTech professionals is, evidently, a motivation enough for

companies operating in this sector to focus on retention management.

Competitive pay and benefits: Although pay is not the prime motivator, it definitely

influences one’s decision to stay in the organization or not, especially when it is not

competitive. If the pay levels do not match others or the best in the industry it will

become the source of dissatisfaction.

xxx
Opportunities to develop one’s career: The power of intrinsic motivators cannot be

undervalued in the present context. Employees are constantly exploring various avenues

to develop their skills so that they can be promotable and employable in the fast changing

times. An organization need to consider individual learning needs and address them

suitably by creating learning opportunities for them. Moreover, the employees need to be

given opportunities to apply their newly acquired skills in the workplace so that they can

prove their worth to the organization. This would boost their self-esteem.

Job security: Job security assumes greater importance in this turbulent age marked by

massive lay-offs, downsizing, and closure. Some of the enlightened organizations

provide job security to such a great degree that others in the industry cannot even imagine

matching them. These companies resort to various alternatives like redeployment and

reducing the pay levels and perks in order to avoid retrenchments and lay-offs. For

example, Southwest Airlines assures job security to all employees even in the downtimes.

Hiring those who fit to the organizational culture well: Hiring should not only be based

on education, knowledge, skill and previous experience but also on the compatibility of

the person with the company’s culture. An important question needs to be answered

while hiring an employee is “Does he or she share the company’s values, and can he or

she adapt the workplace?”

Flexible work design: Work can be designed to suit the convenience of employees with

options like flexible work hours, telecommuting, job sharing, location preference etc.

xxxi
Exit interviews can help to correct causes of discontent: Organizations are always

interview employees before hiring them, but the issue is doing they interview them at the

time they quit? Exit interviews fulfill two goals: a) First of all it helps the organization to

assess leadership style practiced and work environment that exists in the organization; b)

It also motivates and employee to leave with a ‘clean slate’ since he gets an opportunity

to voice his complaints/grievances/sources of dissatisfaction as well as suggestions. That

is why an exit interview is regarded as an opportunity to unearth important information

that otherwise might not be possible for an organization to acquire.

Best practices. The best companies focus on professionalisation, appraisal, employee

satisfaction, and participative decision-making. However, their higher-than-average

retention levels can be attributed to the way in which they go about these initiatives rather

than the choice of initiatives themselves. So, the best companies set themselves stretch

targets on each dimension, and then, try and better them.

CORPORATE PRACTICES

INFOSYS

All the HR practices at Infosys are carefully aligned to the overall corporate

strategies of continuous growth through new customer acquisitions, market expansion,

satisfying the customers and continuous improvement in the business process. Unlike

other industries, the IT Company’s success depends purely on attracting and retaining

skilled workers who are the best in the field.

xxxii
 All the HR programs at Infosys carefully designated to address the critical HR

issues to ensure maximum utilization of HR. This is the evident from fact that Infosys

won many awards including ‘Best HR Practices Awards’.

 Empowerment

 Learning and development

 Recognition of employees’ contribution

 Transparent functioning

 Developing emotional bond

o Family wing

o Infosys club

o Celebrating together/periodic gatherings

o Concierge services

o Classifieds

TAJ GROUP OF HOTELS

In March 2001, the Taj Group launched an employee loyalty program called the

‘Special Thanks And Recognition System’ (STARS). STARS was an initiative aimed at

motivating employees to transcend their usual duties and responsibilities and rewarded

hard working employees who had achieved excellence in their work.

The Taj Group always believes that their employees are their greatest assets and

the very reason for the survival of their business. In 2000, to show its commitment to and

xxxiii
belief in employees, the Taj Group developed the ‘Taj People Philosophy’ (TPP), which

covered all the people practices of the group. TPP considered every aspect of employees’

organizational career planning, right from their induction into the company till their

superannuation.

THEJO ENGINEERING LTD

In 2005 company started implementing more retention strategies than their usual

practice. Company started get-togethers and picnics to their employees to motivate them.

They also started monthly meeting to review each and every department’s performance

and the company also uses this meeting as open session to ventilate employees’ feeling.

PART - B
REVIEW OF LITERATURE

A review of literature hopefully contributes for an understanding of researches

made on retention strategies. It provides different dimensions of results analyzed by

eminent researchers on the topic of present study and also makes the researcher aware of

the importance of the study. In addition it paves the way in formulating the research

design, specifying the objectives, developing theoretical background, adopting the right

xxxiv
methodology for the purpose of obtaining accurate inferences and making a meaningful

conclusion. In order to fulfill these, relevant literature has been reviewed and presented

in the study.

Meenakshi S Nair (2007) conducted a study on ‘Employee Retention Strategies’

and found that the employees, they care deeply about the organization to which they give

their time, energy and career investments and they crave knowledge about how their

efforts are paying off the company. According to what workers/employees believe most

important to them in their jobs are interesting job, full appreciation of work done, feeling

of being in on things, job security, good wages, promotion/growth in the company, good

working conditions, personal loyalty to employees, tactful discipline and help with

personal problems. There is a disconnect in the management thoughts on employee’s top

priority as ‘Good Wages’. This ‘disconnect’ is costly to companies, and is at the heart of

most organizations’ misunderstandings of the type of communication most valued by

employees.

Darke International, North America (2006) conducted a study on ‘Employee

Retention’, found innovative solutions can create a successful retention program that will

reduce staff turnover. As identified in this “whitepaper”, many issues are at taken

retention is not consciously prioritized. From a damaged company reputation to low

employee productivity, high turnover is negative and costly. Keeping employees who

outperform beyond expectation reduces the need to recruit and cuts related hiring and

training costs. Put simply - you’ll have a successful company if you treat your employees

well so they want to stay with you. Hiring top-performing and enthusiastic employees

xxxv
requires a certain knack. But keeping those employees is an art. Increasing retention

requires careful planning and implementation resulting in a solid program which

incorporates many or all of the solutions mentioned in this whitepaper. Incorporating

these techniques into your internal company planning does not necessarily enquire

expenditure.

RTS Consultants (UK) Ltd in association with The Institute of the Motor

Industry (2005) conducted a study on ‘Employee Retention in the Retail Motor Industry’

and found that A significant Frequency of leavers leave within the first six months of

joining the dealership. This suggests poor recruitment practice and/or poor induction

processes. Attrition rates, as suspected from anecdotal sources, are confirmed as being

higher than for other sectors. However there is very little evidence of systematic

monitoring beyond this research, and only one dealership interviewed urgently sets

targets. If there is no measure of the current situation, it is not possible to assess the

impact of any actions taken to improve it. This is an untenable position for any

organization to be in, given the link between retention and profitability.

Boxall, et al. (2003) found the main reason by far for people leaving their

employer was for more interesting work elsewhere. It is generally accepted that the

effect of job satisfaction on turnover is less than that of organizational commitment.

Martin (2003) investigates the determinants of labour turnover using

establishment-level survey data for the UK. Martin indicated that there is an inverse

relationship between relative wages and turnover (i.e. establishments with higher relative

pay had lower turnover).

xxxvi
 The Recruitment Communication Company (2002) conducted a study on

‘Understanding Employee Retention’ and found that mainly 3 aspects are influencing

attraction and attrition. They are;

External influence: Those outside the organization, such as the regional labour

market or overall economic climate

Individual influences: Characteristics of individual employees that may indicate

the likelihood of their joining and staying with a given employer.

Organizational influences: employment program policies and the variety of other

factors which make up the working climate or culture in an employer.

Of the three influencing categories, organizational practices are the most

controllable and it is given an understanding of what is currently happening and

what will happen. Although it may not be possible (or legal!) to control individual

attributes it is relatively easy to identify links between them and job satisfaction

and then modify organizational practices accordingly.

Canadian Labour and Business Centre (2002) the education of First Nation

peoples living on reserve has become an issue of high priority in recent years. The

effective recruitment and retention of teachers for on-reserve education is seen as pivotal

to the delivery of education at a standard that is comparable to that in provincial schools.

The teacher shortage and high turnover rates threaten educational quality, thereby

slowing efforts to reduce the gap in education attainment levels between First Nations

and other students. Concerted efforts will be required to solve shortage and reduce the

xxxvii
gap, but there is currently little available information on challenges and barriers to

teacher recruitment and retention for on-reserve education. This report aims to identify

and better understand institutional perspectives on barriers and challenges, particularly

labour-related ones.

Elangoven (2001) noted that the notion of job satisfaction and organizational

commitment being causally related has not been incorporated in most turnover models.

His study indicated there were strong causal links between stress and satisfaction (higher

stress leads to lower satisfaction) and between satisfaction and commitment (lower

satisfaction leads to lower commitment). He further noted a reciprocal relationship

between commitment and turnover intentions (lower commitment leads to greater

intentions to quit, which in turn further lowers commitment). In brief, only commitment

directly affected turnover intentions.

British Columbia Ministry of Health (2001) The modified Physician

Recruitment and Retention Program provides funding for recruitment, retention and on-

call service in rural and small urban communities as per the recommendation of the Alan

Hope QC Mediation Report, November 2000. The purpose of the program is to offer

premium incentives to enhance the supply and stability of physician services in rural and

small urban communities.

Kirschenbaum & Mano-Negrin (1999) much of the research on perceived

opportunities has been found to be associated with intentions to leave but not actual

turnover. One of the possible reasons is that intentions do not account for impulsive

xxxviii
behaviour and also that turnover intentions are not necessarily followed through to lead to

actual turnover.

Lum, et al. (1998) study has reported a significant association between

organizational commitment and turnover intentions.

Griffeth & Hom (1995) conducted a meta-analysis of some 800 turnover, which

was recently updated by Griffeth et al (2000). Their analysis confirmed some well

established findings on the cause of turnover. These include, job satisfaction,

organizational commitment, comparison of alternatives and intention to quit. And found

that overall job satisfaction modestly predicted turnover.

Allen & Meyer (1990) investigated the nature of the link between turnover and

the three components of attitudinal commitment. Effective commitment refers to

employees’ emotional attachment to, identification with and involvement in the

organization. Continuance commitment refers to commitment based on costs that

employees associate with leaving the organization and normative commitment refers to

employees’ feelings of obligation to remain with the organization. Put simply,

employees with strong affective commitment stay with an organization because they

want, those with strong continuance commitment stay because they need to, and those

with strong normative commitment stay because they feel they ought to.

xxxix
 Mobley, et al. (1979) noted that the relationship between intentions and turnover

is consistent and generally stronger than the satisfaction-turnover relationship, although it

still accounted for less than a quarter of the variability in turnover.

CHAPTER – II

RESEARCH METHODOLOGY

INTRODUCTION

Research is defined as a ‘Systematic effort to gain new knowledge’. It is an

academic activity and as such the term should be used in a technical sense. Research

comprises of defining and redefining problems, formulating hypothesis and suggesting

solutions, collecting, organizing and evaluating data, making deductions, reaching

conclusions, and at last carefully testing the conclusions. It refers to the systematic

method consisting of enunciating the problem, formulating a hypothesis, collecting the

fact or data analyzing the fact and teaching certain conclusion either in the form of

solutions towards the concerned problem or in certain generalization for some theoretical

formulation.

In this research, the researcher attempts to study the perception of the employees

towards employee retention strategies in Revathy Equipments Ltd., Coimbatore.

xl
FROMULATION OF THE RESEARCH PROBLEM

Emerging trends in today's fast changing corporations are pointing urgently to the

need that business and human performance experts must address not only survival and

security needs, but also the higher-level needs for respect, recognition, achievement, and

life-long learning. These work place motivators and satisfiers are potent determinants of

retention. Employee retention is now a very crucial issue, because in the 21st century,

the only sustainable source of competitive advantage for any organization is 'Human

Resource'. To maintain a stable workforce, employers must deliberately engage in

retention activities.

These efforts range from offering attractive compensation packages to involving

employees in every sphere of the functioning of the organization. Today's employers

prefer to have stable, committed, flexible workforces who are willing to learn and

develop. Since sophisticated skills are scare, there is always heavy competition among

the employers to attract the best talents to enhance their competitive positions in the

market. Becoming an 'Employer of Choice' and using 'Employer Branding' are some of

the efforts made by the employers to create a tangible work atmosphere in order to attract

and retain the best talents available in the market.

Retention is the inevitable part of an organization. Each person working in the

organization has his own perception towards the retention strategies applied by the

management. Attrition may hamper productivity, lower morale of workers, causes more

continued attrition. Method of handling attrition plays an important role in reducing and

avoiding employee turnover problems.

xli
 Hence the researcher understood that there is a much need of study in the field of

retention to find out major perception of the employees towards employee retention

strategies, so formulated the problem of the present study.

NEED FOR THE STUDY

HR personnel have to face the problem of employee turnover, retention, attrition

etc. The study will help them to choose appropriate retention strategies. Today’s work

force is entirely different from old days. If the attrition is not under control then the

company will not withstand with present competitive world. A wise employer will learn

how to attract and retain people with them. Now the attitude of the management towards

employees has changed. The old style of ‘my-way-or-the-highway’ style of management

is a thing of the past. Non-effective employee retention strategies make a huge flow of

company’s capital in various ways.

For a company, the workforce is like a intellectual property, both in term of skills

and money. A trained and content workforce can lead a company to new heights while

an opposite once can hamper it badly. So every resignation saved is every dollar earned.

The change in the nature of workforces has brought up more, not fewer retention issues.

Dearth of skilled and professional employees, forecasted labour shortages as a result of

nearing retirement age of baby boomers changing expectations of new workforce, lack of

stability in terms of jumping from one organization to another, workforce diversity,

globalization have contributed to attrition. Another reason for the organization to retain

their employees and curb employee turnover is the cost attached to it.

xlii
 The study mainly focuses on the perception of the employees towards employee

retention strategies. The study will help the organization (M/s. Pomona Industries Ltd.),

as it gets a clear picture on their employees’ perception towards employee retention

strategies.

PILOT STUDY

The researcher had made a pilot study to find out how effective the study could

be. The researcher discussed with his research guide and a few HR professionals about

the feasibility of the study.

The personal profile in the questionnaire was carefully and selectively designed

after consulting with the research guide, some notable academicians and experienced HR

practitioners. The researcher used the tools of data collection after confirming its validity

and reliability from researcher who used this previously in their research.

All these efforts helped the researcher to narrow down his research problem and

to specify the objectivity and tools of data collection.

COMPANY PROFILE

M/s. Pomona Industries Ltd. is an RBS Group Company, established to cater

the requirements of sheet metal fabrication. The RBS Group, was promoted by the

Saboo family and a joint family venture among 4 brothers. The Group covers a wide

spectrum of activities ranging from assembling of electronics to Components & Spare

Parts, from Ball Bearings to export of Home furnishings, and from manufacture of

plywood to Sheet metal fabrication.

xliii
 The RBS Group has always stood for excellence in all the business areas it

operates. Due to its strong and healthy track record, The RBS Group companies enjoy a

high level of trust and confidence of all its stakeholders.

The RBS Group has its head office in Delhi and presence in all major cities of India.

The Group has the following diversified activities and its Interests are:-

 M/s Phoenix Udyog Pvt. Ltd. is a Sheet metal unit. The company was started

in 2004 and has its head office in Delhi and works at Kala-Amb, Himachal

Pradesh.

 The oldest interest of the group is SKF Ball Bearing distribution and the group

has its offices in Delhi, Faridabad, Kolkatta, Mumbai, Barielly and Tinsukia

 The Group has a Plywood manufacturing plant in Tinsukia (Assam)

 Plastic Injection moulded furniture unit in Guwahati (Assam)

 Television assembly unit at Guwahati (Assam)

 Chemical processing unit at Guwahati (Assam).

 Fashion garments and home furnishing manufacturing unit at Delhi

 Horticulture farm at Coimbatore (Tamil Nadu).

 A Sales & Service Franchise for Blue Star Products like Air conditioners, Cold

rooms, Deep Freezers, Water Coolers etc. in Okhla Delhi.

xliv
 Having vast exposure with sheet metal fabrication, the group establishes its modern

sheet metal fabrication unit at Coimbatore in the name of Pomona Industries Ltd, having

all in house facilities under one roof.

With a built-up area of 40,000 sq ft factory, which has world-class equipments, state

of art technology, proven track record, trained Operators, technical competence and

Modern facilities, which guarantee utmost satisfaction to the customers.

AIM OF THE STUDY

The main aim is the study to assess the level of perception of the employees

towards employee retention strategies with special reference to M/s. Pomona Industries

Ltd., Coimbatore.

OBJECTIVES OF THE STUDY

1. To study about the personal profile of the respondents.

2. To study the perception of employees towards the retention strategies of the

company.

3. To find out whether the personal profile of the respondents influencing the

perception of employees towards employee retention strategies.

HYPOTHESES

2.1 There is no significant difference among the age group of the respondents

with regard to the perception towards employee retention strategies.

xlv
2.2 There is no significant difference between married and unmarried

respondents with regard to the perception towards employee retention

strategies.

2.3 There is no significant difference among the educational qualification of

the respondents with regard to the perception towards employee retention

strategies.

2.4 There is no significant difference among the salary of the respondents with

regard to the perception towards employee retention strategies.

2.5 There is no significant difference among the family income/month of the

respondents with regard to the perception towards employee retention

strategies.

2.6 There is no significant difference between the types of family of the

respondents with regard to the perception towards employee retention

strategies.

2.7 There is no significant difference among the size of family of the

respondents with regard to the perception towards employee retention

strategies.

xlvi
 2.8 There is no significant difference between the residences of the

respondents with regard to the perception towards employee retention

strategies.

2.9 There is no significant difference among the year of experience in the

company with regard to the perception towards employee retention

strategies.

2.10 There is no significant difference among the total experience of the

respondents with regard to the perception towards employee retention

strategies.

RESEARCH DESIGN

Descriptive and diagnostic research designs were adopted for the study.

Descriptive research design describes the characteristics of particular individual or of a

group. This study attempts to describe the personal characteristics of workers like age,

experience, educations etc.

Diagnostic research design determines the frequency in which something occurs

or it associates with something else. This study attempts to diagnose the perception level

and whether the personal profile influences the perception of the respondents.

OPERATIONAL DEFINITIONS

EMPLOYEES

According to the study the Employees are the persons who are designated under

Worker Grade-I, II, III and IV (Worker, Sr. Operator, Jr. Operator, Machinist, Welder,

xlvii
Fitter etc) and have a minimum of two years of experience at M/s. Pomona Industries

Ltd., Coimbatore.

PERCEPTION

According to the study the Perception means the employees’ attitude towards the

various strategies applied by the management of M/s. Pomona Industries Ltd.,

Coimbatore.

RETENTION STRATEGIES

According to the study the Retention Strategies means various strategies

pertaining to salary, bonuses, promotion opportunities, training programs, performance

evaluation system, work environment, timelines etc, applied by the management of M/s.

Pomona Industries Ltd., Coimbatore to retain their employees with the organization.

UNIVERSE

The researcher collected the list of workforce of M/s. Pomona Industries Ltd.,

Coimbatore from HR department. Total workforce of the organization is 253. Out of

which 22 are in Manager Category and 94 are in Staff Category (supervisory staff-22,

administrative staff-63 and clerical staff-9). There are 137 in Worker Category. The

researcher considered only Worker Category for his study. Out of which 110 employees

have satisfied the inclusion criteria and were considered for the study.

SAMPLING PROCEDURE

xlviii
 The researcher adopted systematic random sampling technique for selecting the

respondents. For this purpose, researcher prepared source list of 110 employees with

serial numbers and selected every odd numbers of employees. Totally 55 samples were

taken by the researcher.

INCLUSTION CRITERIA

1. Employees in Worker Category are included for the study.

2. Employees who completed 2 years in the company are included for the study.

3. Employees who are in permanent category are included for the study.

EXCLUSION CRITERIA

1. Employees who are belonging to Manager and Staff Category are excluded from

the study.

2. Employees who did not complete of 2 years in the company are excluded from the

study.

3. Contract labours are excluded from the study.

METHOD OF DATA COLLECTION

The source of data collection was primary. The data required for the study was

collected directly from the respondents using a questionnaire. Before data collection the

researcher obtained permission from the HR department of M/s. Pomona Industries Ltd.,

Coimbatore. The researcher took fifteen days (15th March 2010 to 30th March 2010) to

xlix
collect data from the respondents. Secondary sources like records, personnel files and

documents were also used for collecting the details of the universe.

TOOLS OF DATA COLLECTION

The researcher adopted questionnaire method for data collection. The

questionnaire consists of two parts. The first part consists of personal profile of

respondents like Age, Department, Marital Status, Sex, Qualification, Salary etc.

The second part is a standard questionnaire, which is developed by Premjith. S.

Nair (2006), HR Practitioner. The 5 point scale questionnaire was used to measure the

level of employees’ perception towards employee retention strategies and its scoring is as

follows: Strongly Disagree-1, Disagree-2, Undecided-3, Agree-4 and Strongly Agree-5.

This questionnaire contains 22 statements, which all are positive. The maximum possible

score is 110 and the minimum possible score is 22.

STATISTICAL ANALYSIS

After data collection the data was coded and transferred into master chart. Per

cent analysis was computed for personal data and to find out the dominating style in

terms of personal data. Statistical measures such as ANOVA (Analysis of variance),‘t’

test were computed to find out whether there is any relationship or any difference

between variables.

PROBLEMS FACED BY THE RESEARCHER

 The researcher had the problem with language.

l
  The researcher had difficulty to convince the respondents about the purpose of

study.

LIMITATIONS OF THE STUDY

1. The study conducted only in Revathy Equipments Ltd., Coimbatore. So its

findings cannot be generalized to other PSUs and private sector companies.

2. The study was conducted on workers in manufacturing sector so the results could

not be generalized to all employees.

CHAPTERIZATION

The chapter scheme of the study deals with

Chapter I : Part A- Introduction

Part B- Review of Literature

Chapter II : Research Methodology

Chapter III : Analysis and Interpretation

li
Chapter IV : Findings, suggestion, and Conclusion

CHAPTER – III

ANALYSIS AND INTERPRETATIONS

INTRODUCTION
The data collected were subjected to statistical analysis in the light of the research

questions raised and the hypotheses formulated. The specific results obtained in the

statistical testing of the hypothesis and the result presented hereunder.

TABLE NO. 1
DISTRIBUTION OF THE RESPONDENTS BY THEIR AGE

lii
 Sl. No. Age in years Frequency Percentage
1. Up to 25 12 21.8

2. 26-30 17 30.9

3. 31 and above 26 47.3

Total 55 100.0

The Table No.1 shows the distribution of the respondents by their age. 47.3 per

cent of the respondents were belonging to the age group of above 31 years, 30.9 per cent

of respondents were belonging to the age group of 26-30 years and 21.8 per cent of

respondents were belonging to the age group of less than 25 years. The mean age of the

respondents is 29.76.

Youth are the asset to the growth of the organization. In this company majority

(52%) are below 30 years.

liii
TABLE NO. 2

liv
 DISTRIBUTION OF THE RESPONDENTS BY THEIR
DEPARTMENT

Sl. No. Department Frequency Percentage

1. Production 54 98.2

2. QA 1 1.8

Total 55 100.0

The Table No. 2 exhibits the distribution of the respondents by their department.

Majority (98.2 per cent) of the respondents are working in Production department and

only one worker is working in QA department.

lv
lvi
 TABLE NO. 3

DISTRIBUTION OF THE RESPONDENTS BY THEIR MARITAL STATUS

Sl. No. Marital Status Frequency Percentage

1. Married 38 69.1

2. Unmarried 17 30.9

Total 55 100.0

The Table No. 3 shows the distribution of the respondents by their marital status.

Majority (69.1 per cent) of the respondents are married and 30.9 per cent of them are

unmarried.

lvii
 CHART NO. 3
DISTRIBUTION OF THE RESPONDENT BY THEIR MARITAL STATUS

30.9%

69.1%

Married Unmarried

ABLE NO. 4

DISTRIBUTION OF THE RESPONDENTS BY THEIR

EDUCATIONAL QUALIFICATION

lviii
 Educational
Sl. No. Frequency Percentage
Qualification
1. Below +2 9 16.4

2. ITI 12 21.8

3. Diploma 34 61.8

Total 55 100.0

The Table No. 4 shows the distribution of the respondents by their educational

qualification. 61.8 per cent of the respondents have studied Diploma courses, 21.8 per

cent of the respondents have studied ITI course and 16.4 per cent of the respondents have

studied below Plus Two level.

Even though the minimum qualification for a worker in the company is ITI,

maximum number of (34) workers have studied diploma courses and few have studied

below plus two level.

lix
 CHART NO. 4
DISTRIBUTION OF THE RESPONDENT BY THEIR
EDUCATIONAL QUALIFICATION

61.8
70

60

50
Percentage

40
21.8
30 16.4

20

10

0
9th to +2 ITI Diploma

Educational Qualifications

TABLE NO. 5

lx
 DISTRIBUTION OF THE RESPONDENTS BY THEIR SALARY

Salary in
Sl. No. Frequency Percentage
Rupees
1. Below 2500 3 5.5

2. 2501 to 5000 45 81.8

3. 5001 & above 7 12.7

Total 55 100.0

The Table No. 5 shows the distribution of the respondents by their monthly

salary. 81.8 per cent of the respondents’ salary is in between 2501-5000 rupees, 12.7 per

cent of the respondents’ salary is 5001 rupees & above and only 5.5 per cent of the

respondents’ salary is below 2500 rupees.

Only seven workers are getting above 5001 salary, all other workers are getting

below Rs. 5000.

lxi
 CHART NO. 5
DISTRIBUTION OF THE RESPONDENTS BY THEIR SALARY

81.8
90
80
70
60
Percentage

50
40
30 12.7
5.5
20
10
0
Below 2500 2501 to 5000 5001 & above

Salary

lxii
 TABLE NO. 6

DISTRIBUTION OF THE RESPONDENTS BY THEIR FAMILY

INCOME PER MONTH

Family
Sl. No. Income/Month Frequency Percentage
in Rupees
1. Below Rs.5000 5 9.1

2. Rs.5001 to
45 81.8
10000

3. Rs.10001 &
5 9.1
above
Total 55 100.0

The Table No. 6 shows the distribution of the respondents by their family income

per month. 81.8 per cent of the respondents’ family income was rupees 5001 to 10000,

9.1 per cent of the respondents’ family income was rupees 10001 and above, and 9.1 per

cent of the respondents’ family income was rupees below 5000.

Majority of the respondents’ salary is in between Rs. 2500 to 5000, they have

additional income of another 5000 from his wife, other family members, income from

other asset etc.

lxiii
 CHART NO. 6
DISTRIBUTION OF THE RESPONDENTS BY THEIR FAMILY
INCOME PER MONTH

81.8
90
80
70
60
Percentage

50
40
30 9.1 9.1
20
10
0
Below Rs.5000 Rs.5001 to 10000 Rs.10001 & above

Income/Month

lxiv
 TABLE NO. 7

DISTRIBUTION OF THE RESPONDENT BY THEIR TYPE OF

FAMILY

Type of
Sl. No. Frequency Percentage
family
1. Nuclear 45 81.8

2. Joint 10 18.2

Total 55 100.0

The Table No. 7 shows the distribution of the respondents by their type of family.

81.8 per cent of the respondents were from nuclear type family and 18.2 per cent of the

respondents were from joint family.

In this modern world people prefer nuclear family system.

lxv
 CHARTNO. 7
DISTRIBUTION OF THE RESPONDENTS BYTHEIR TYPE OF
FAMILY

18.2 %

81.8 %

Nuclear Joint

TABLE NO. 8

lxvi
 DISTRIBUTION OF THE RESPONDENTS BY THEIR SIZE OF
FAMILY

Size of
Sl. No. Frequency Percentage
family
1. Below 4 44 80.0

2. 5 and 6 11 20.0

Total 55 100.0

The Table No. 8 shows the distribution of the respondents by their size of family.

80.0 per cent of the respondents were having below 4 members in their family and 20 per

cent of the respondents were having 5 and 6 six members in their family.

Govt. of India insists their people to follow small family norms to control

population. The table shows that majority of the workers having up to 4 members in their

family.

lxvii
 CHART NO. 8
DISTRIBUTION OF THE RESPONDENTS BY THEIR SIZE OF
FAMILY

80
80
70
60
Percentage

50
40 20
30
20
10
0
Below 4 5&6
Size of Family

TABLE NO. 9

lxviii
DISTRIBUTION OF THE RESPONDENTS BY THEIR RESIDENCE

Sl. No. Residence Frequency Percentage

1. Rural 36 65.5

2. Sub-urban 19 34.5

Total 55 100.0

The Table No. 9 shows the distribution of the respondents by their residence.
65.5 per cent of the respondents were residing in rural area and 34.5 per cent of the
respondents were residing in sub-urban area.

The Company is situated in the out skirt of the city. Most of the workers are from
rural area. Sub-urban residences are less and there are no urban residents.

lxix
 CHARTNO. 9
DISTRIBUTION OF THE RESPONDENTS BYTHEIR
RESIDENCE

34.5%

65.5%

Rural Sub-urban

lxx
 TABLE NO. 10

DISTRIBUTION OF THE RESPONDENTS BY THEIR

EXPERIENCE IN PRESENT COMPANY

Experience in
Sl. No. Present Frequency Percentage
Company
1. 2-3 yrs 16 29.1

2. 4-5 yrs 28 50.9

3. Above 5 yrs 11 20.0

Total 55 100.0

The Table No. 10 shows the distribution of the respondents by their experience in
present company. 50.9 per cent of the respondents have had 4-5 years of experience,
29.1 per cent of the respondents have 2-3 years of experience and 20.0 per cent of the
respondents have had above 5 years of experience in present company. The mean
experience of the respondents in the company is 4.95.

lxxi
 CHART NO. 10
DISTRIBUTION OF THE RESPONDENTS BY THEIR
EXPERIENCE IN PRESENT COMPANY

50.9
60
50
29.1
40
Percentage

20
30
20
10
0
2-3 yrs 4-5 yrs Above 5 yrs
Experience in Present Company

lxxii
 TABLE NO. 11

DISTRIBUTION OF THE RESPONDENTS BY THEIR TOTAL

WORK EXPERIENCE

Total Work
Sl. No. Frequency Percentage
Experience
1. Below 5 yrs 10 18.2

2. 6 to 10 yrs 32 58.2

3. 11 & above 13 23.6

Total 55 100.0

The Table No. 11 shows the distribution of the respondents by their total work
experience. 58.2 per cent of the respondents have 6 to 10 years of total work experience,
23.6 per cent of the respondents have 11 years & above work experience and 18.2 per
cent of the respondents have below 5 years of work experience. The mean total work
experience of the respondents is 2.05.

lxxiii
 CHART NO. 11
DISTRIBUTION OF THE RESPONDENTS BY THEIR TOTAL
WORK EXPERIENCE

58.2
60
50
40
Percentage

23.6
30 18.2
20
10
0
Below 5 yrs 6 to 10 yrs 11 & above
Total Work Experience

lxxiv
 TABLE NO. 12

ONE WAY ANALYSIS OF VARIANCE AMONG THE AGE OF THE

RESPONDENTS WITH REGARD TO THE PERCEPTION
TOWARDS EMPLOYEE RETENTION STRATEGIES

Mean Sum of Mean Statistical

Variance df
Squares Square Inference

Between
247.412 2 123.706
Groups G1 80.50 F = 0.544
G2 79.00 (P > 0.05)
Within G3 83.73 Not significant
11814.115 52 227.195
Groups

G1 = Up to 25 years, G2 = 26 to 30 years and G3 = above 31 years

HYPOTHESIS 2.1
There is no significant difference among the age group of the respondents
with regard to the perception towards employee retention strategies.

To test the hypothesis one way ANOVA was worked out. The ANOVA result

shows that the calculated F-ratio value is 0.544 which is less than the table value of 3.175

at 0.05 level. Hence the hypothesis (2.1) is accepted.

lxxv
Though there is no significant difference the mean scores indicate that workers who have

above 31 years of age have got good perception towards employee retention strategies.

TABLE NO. 13

STUDENT’S ‘t’ TEST BETWEEN MARRIED AND UNMARRIED

RESOPONDENTS WITH REGARD TO THE PERCEPTION
TOWARDS EMPLOYEE RETENTION STRATEGIES

No. of
Group Mean df Standard deviation No.
respondents

Married 38 82.21 15.01

t = 0.476
53 (P > 0.05)
Not significant
Unmarried 17 80.12 15.15

HYPOTHESIS 2.2
There is no significant difference between married and unmarried
respondents with regard to the perception towards employee retention
strategies.

The ‘t’ test was applied to test the hypothesis. The ‘t’ test result shows that the

calculated ‘t’ test value is 0.476 which is less than the table value of 2.006 at 0.05 level.

Hence the hypothesis (2.2) is accepted.

lxxvi
 Though there is no significant difference the mean scores indicate that workers

who are married having good perception towards employee retention strategies.

TABLE NO. 14

ONE WAY ANALYSIS OF VARIANCE AMONG THE

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS WITH
REGARD TO THE PERCEPTION TOWARDS EMPLOYEE
RETENTION STRATEGIES

Mean Sum of Mean Statistical

Variance df
Squares Square Inference

Between
163.125 2 81.563
Groups G1 79.67 F = 0.356
G2 79.17 (P > 0.05)
Within G3 82.91 Not significant
11898.402 52 228.815
Groups

G1 = Below Plus Two, G2 = ITI and G3 = Diploma

HYPOTHESIS 2.3
There is no significant difference among the educational qualification of the
respondents with regard to the perception towards employee retention strategies.

To test the hypothesis one way ANOVA was worked out. The ANOVA result

shows that the calculated F-ratio value is 0.356 which is less than the table value of 3.175

at 0.05 level. Hence the hypothesis (2.3) is accepted.

lxxvii
Though there is no significant difference the mean scores indicate that workers who have

studied diploma level have got good perception towards employee retention strategies.

TABLE NO. 15

ONE WAY ANALYSIS OF VARIANCE AMONG THE SALARY OF

THE RESPONDENTS WITH REGARD TO THE PERCEPTION
TOWARDS EMPLOYEE RETENTION STRATEGIES

Mean Sum of Mean Statistical

Variance df
Squares Square Inference

Between
537.235 2 268.618
Groups G1 84.00 F = 1.212
G2 80.18 (P > 0.05)
Within G3 89.43 Not significant
11524.292 52 221.621
Groups

G1 = Below Rs. 2500, G2 = Rs. 2501 to 5000 and G3 = Rs. 5001 & above

HYPOTHESIS 2.4
There is no significant difference among the salary of the respondents with
regard to the perception towards employee retention strategies.

lxxviii
 To test the hypothesis one way ANOVA was worked out. The ANOVA result

shows that the calculated F-ratio value is 1.212 which is less than the table value of 3.175

at 0.05 level. Hence the hypothesis (2.4) is accepted.

Though there is no significant difference the mean scores indicate that workers who are

getting Rs. 5001 and above salary got good perception towards employee retention

strategies.

TABLE NO. 16

ONE WAY ANALYSIS OF VARIANCE AMONG THE FAMILY

INCOME/MONTH OF THE RESPONDENTS WITH REGARD TO
THE PERCEPTION TOWARDS EMPLOYEE RETENTION
STRATEGIES

Mean Sum of Mean Statistical

Variance df
Squares Square Inference

Between
563.349 2 281.675
Groups G1 73.80 F = 1.274
G2 81.62 (P > 0.05)
Within G3 88.80 Not significant
11498.178 52 221.119
Groups

G1 = Below Rs. 5000, G2 = Rs. 5001 to 10000 and G3 = Rs. 10001 & above

HYPOTHESIS 2.5

lxxix
 There is no significant difference among the family income per month of the
respondents with regard to the perception towards employee retention strategies.

To test the hypothesis one way ANOVA was worked out. The ANOVA result

shows that the calculated F-ratio value is 1.274 which is less than the table value of 3.175

at 0.05 level. Hence the hypothesis (2.5) is accepted.

Though there is no significant difference the mean scores indicate that workers who are

having monthly income above Rs. 10001 per month have got good perception towards

employee retention strategies.

TABLE NO. 17

STUDENT’S ‘t’ TEST BETWEEN THE TYPE OF FAMILY OF THE

RESOPONDENTS WITH REGARD TO THE PERCEPTION
TOWARDS EMPLOYEE RETENTION STRATEGIES

No. of
Group Mean df Standard deviation No.
respondents

Nuclear 45 81.22 15.54

t = 0.356
53 (P > 0.05)
Not significant
Joint 10 83.10 12.49

HYPOTHESIS 2.6

lxxx
 There is no significant difference between the type of family of the
respondents with regard to the perception towards employee retention
strategies.

The ‘t’ test was applied to test the hypothesis. The ‘t’ test result shows that the

calculated ‘t’ test value is 0.356 which is less than the table value of 2.006 at 0.05 level.

Hence the hypothesis (2.6) is accepted.

Though there is no significant difference the mean scores indicate that workers

who are coming from joint family system having good perception towards employee

retention strategies.

TABLE NO. 18

STUDENT’S ‘t’ TEST BETWEEN THE SIZE OF FAMILY OF THE

RESOPONDENTS WITH REGARD TO THE PERCEPTION
TOWARDS EMPLOYEE RETENTION STRATEGIES

No. of
Group Mean df Standard deviation No.
respondents

Up to 4 44 81.20 15.68
t = 0.353
53 (P > 0.05)
Not significant
5 and 6 11 83.00 12.11

lxxxi
HYPOTHESIS 2.7
There is no significant difference among the size of family of the respondents
with regard to the perception towards employee retention strategies.

The ‘t’ test was applied to test the hypothesis. The ‘t’ test result shows that the

calculated ‘t’ test value is 0.353 which is less than the table value of 2.006 at 0.05 level.

Hence the hypothesis (2.7) is accepted.

Though there is no significant difference the mean scores indicate that workers

who are having 5 and 6 members in their family have got good perception towards

employee retention strategies.

TABLE NO. 19

STUDENT’S ‘t’ TEST BETWEEN THE RESIDENCE OF THE

RESOPONDENTS WITH REGARD TO THE PERCEPTION
TOWARDS EMPLOYEE RETENTION STRATEGIES

No. of
Group Mean df Standard deviation No.
respondents

Rural 36 84.17 14.09

t = 1.815
53 (P > 0.05)
Not significant
Sub-urban 19 76.63 15.65

lxxxii
HYPOTHESIS 2.8
There is no significant difference between the residences of the respondents
with regard to the perception towards employee retention strategies.

The ‘t’ test was applied to test the hypothesis. The ‘t’ test result shows that the

calculated ‘t’ test valued is 1.815 which is less than the table value of 2.006 at 0.05 level.

Hence the hypothesis (2.8) is accepted.

Though there is no significant difference the mean scores indicate that workers

who are residing at rural area having good perception towards employee retention

strategies.

TABLE NO. 20

ONE WAY ANALYSIS OF VARIANCE AMONG THE YEAR OF

EXPERIENCE IN THE COMPANY WITH REGARD TO THE
PERCEPTION TOWARDS EMPLOYEE RETENTION STRATEGIES

Mean Sum of Mean Statistical

Variance df
Squares Square Inference

Between
57.096 2 28.548
Groups G1 82.44 F = 0.124
G2 80.57 (P > 0.05)
Within G3 82.82 Not significant
12004.431 52 230.854
Groups

lxxxiii
G1 = 2 to 3 years, G2 = 4 to 5 years and G3 = above 5 years

HYPOTHESIS 2.9
There is no significant difference among the year of experience in the
company with regard to the perception towards employee retention strategies.

To test the hypothesis one way ANOVA was worked out. The ANOVA result

shows that the calculated F-ratio value is 0.124 which is less than the table value of 3.175

at 0.05 level. Hence the hypothesis (2.9) is accepted.

Though there is no significant difference the mean scores indicate that workers who are

having above 5 years of working experience in the organization have got good perception

towards employee retention strategies.

TABLE NO. 21

ONE WAY ANALYSIS OF VARIANCE AMONG TOTAL

EXPERIENCE OF THE RESPONDENTS WITH REGARD TO THE
PERCEPTION TOWARDS EMPLOYEE RETENTION STRATEGIES

Mean Sum of Mean Statistical

Variance df
Squares Square Inference

Between
100.504 2 50.252
Groups G1 78.70 F = 0.218
G2 82.25 (P > 0.05)
Within G3 82.08 Not significant
11961.023 52 230.020
Groups

lxxxiv
G1 = Below 5 years, G2 = 6 to 10 years and G3 = 11 and above years

HYPOTHESIS 2.10
There is no significant difference among total experience of the respondents
with regard to the perception towards employee retention strategies.

To test the hypothesis one way ANOVA was worked out. The ANOVA result

shows that the calculated F-ratio value is 0.218 which is less than the table value of 3.175

at 0.05 level. Hence the hypothesis (2.10) is accepted.

Though there is no significant difference the mean scores indicate that workers who are

having 6 to 10 years of total working experience have got good perception towards

employee retention strategies.

CHAPTER IV

FINDINGS, SUGGESTIONS AND CONCLUSION

FINDINGS

PERSONAL PROFILE

AGE

It is inferred from table no. 1that, 47.3 per cent of the respondents were belonging

to the age group of above 30 years, 30.9 per cent of respondents were belonging to the

age group of 26-30 years and 21.8 per cent of respondents were belonging to the age

group of less than 25 years.

lxxxv
DEPARTMENT

It is inferred from table no. 2 that, 98.2 per cent of the respondents were

belonging to Production department and only one respondent was from QA department.

MARITAL STATUS

It is inferred from table no. 3 that, Majorities (69.1 per cent) of the respondents

are married and 30.9 per cent of them are unmarried.

SEX

It is inferred from the data that, 100 per cent of the respondents are male.

QUALIFICATION

It is inferred from table no. 4 that, 61.8 per cent of the respondents had studied

Diploma, 21.8 per cent of the respondents had studied ITI and 16.4 per cent of the

respondents had studied below Plus Two.

SALARY

It is inferred from table no. 5 that, 81.8 per cent of the respondents were in the

income group of 2501-5000 rupees, 12.7 per cent of the respondents were in the income

group of 5001 rupees and above.

FAMILY INCOME PER MONTH

It is inferred from table no. 6 that, 81.8 per cent of the respondents were in the

income group of rupees 5001 to 10000, 9.1 per cent of the respondents were in the

income group of rupees 10001 and above and 9.1 per cent of the respondents were in the

income group of rupees below 5000.

TYPE OF FAMILY

lxxxvi
 It is inferred from table no. 7 that, 81.8 per cent of the respondents were

belonging to the nuclear family and 18.2 per cent of the respondents were belonging to

the joint family.

SIZE OF FAMILY

It is inferred from table no. 8 that, 80.0 per cent of the respondents were

belonging the group of below 4 members and 20.0 per cent of the respondents have 5 and

6 members in their family.

RESIDENCE

It is concluded from the table no. 9 that, 65.5 per cent of the respondents were

residing in rural area and 34.5 per cent of the respondents were residing in sub-urban

area.

EXPERIENCE IN THE ORGANIZATION

It is inferred from the table no. 10 that, 50.9 per cent of the respondents have had

4-5 years of experience, 29.1 per cent of the respondents have had 2-3 years of

experience and 20.0 per cent of the respondents have had above 5 years of experience in

organization.

TOTAL EXPERIENCE

It is inferred from the table no. 11 that, 58.2 per cent of the respondents have had

6 to 10 years of work experience, 23.6 per cent of the respondents have had 11 years &

above work experience and 18.2 per cent of the respondents have had below 5 years of

work experience.

lxxxvii
HYPOTHESES FINDINGS

ONE WAY ANALYSIS OF VARIANCE AMONG THE AGE OF THE

RESPONDENTS WITH REGARD TO THE PERCEPTION

TOWARDS EMPLOYEE RETENTION STRATEGIES.

It is seen from the table no. 12 that the calculated F-ratio accepts the hypothesis

2.1, that there is no significant difference among the age of the respondents with regard

to the perception towards employee retention strategies. The mean scores indicate that

workers who have above 31 years of age have got good perception towards employee

retention strategies.

STUDENT’S ‘t’ TEST BETWEEN THE MARRIED AND

UNMARRIED RESOPONDENTS WITH REGARD TO THE

PERCEPTION TOWARDS EMPLOYEE RETENTION

STRATEGIES.

It is inferred from the table no. 13 that the calculated ‘t’ test accepts the

hypothesis 2.2, that there is no significant difference between the married and unmarried

respondents with regard to the perception towards employee retention strategies. The

mean scores indicate that workers who are married having good perception towards

employee retention strategies.

ONE WAY ANALYSIS OF VARIANCE AMONG THE

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS WITH

lxxxviii
REGARD TO THE PERCEPTION TOWARDS EMPLOYEE

RETENTION STRATEGIES.

It is seen from the table no. 14 that the calculated F-ratio accepts the

hypothesis2.3, that there is no significant difference among the educational qualification

of the respondents with regard to the perception towards employee retention strategies.

The mean scores indicate that workers who have studied diploma level have got good

perception towards employee retention strategies.

ONE WAY ANALYSIS OF VARIANCE AMONG THE SALARY OF

THE RESPONDENTS WITH REGARD TO THE PERCEPTION

TOWARDS EMPLOYEE RETENTION STRATEGIES.

It is seen from the table no. 15 that the calculated F-ratio accepts the hypothesis

2.4, that there is no significant difference among the salary of the respondents with regard

to the perception towards employee retention strategies. The mean scores indicate that

workers who have above 31 years of age have got good perception towards employee

retention strategies.

ONE WAY ANALYSIS OF VARIANCE AMONG THE FAMILY

INCOME PER MONTH OF THE RESPONDENTS WITH REGARD

TO THE PERCEPTION TOWARDS EMPLOYEE RETENTION

STRATEGIES.

It is seen from the table no. 16 that the calculated F-ratio accepts the

hypothesis2.5, that there is no significant difference among the family income per month

of the respondents with regard to the perception towards employee retention strategies.

lxxxix
The mean scores indicate that workers who are having monthly income above Rs. 10001

per month have got good perception towards employee retention strategies.

STUDENT’S ‘t’ TEST BETWEEN THE TYPE OF FAMILY OF THE

RESOPONDENTS WITH REGARD TO THE PERCEPTION

TOWARDS EMPLOYEE RETENTION STRATEGIES.

It is inferred from the table no. 17 that the calculated ‘t’ test accepts the

hypothesis 2.6, that there is no significant difference between the type of family of the

respondents with regard to the perception towards employee retention strategies. The

mean scores indicate that workers who are coming from joint family system having good

perception towards employee retention strategies.

STUDENT’S ‘t’ TEST BETWEEN THE SIZE OF FAMILY OF THE

RESOPONDENTS WITH REGARD TO THE PERCEPTION

TOWARDS EMPLOYEE RETENTION STRATEGIES.

It is inferred from the table no. 18 that the calculated ‘t’ test accepts the

hypothesis 2.7, that there is no significant difference between the size of family of the

respondents with regard to the perception towards employee retention strategies. The

mean scores indicate that workers who are having 5 and 6 members in their family have

got good perception towards employee retention strategies.

STUDENT’S ‘t’ TEST BETWEEN THE RESIDENCE OF THE

RESOPONDENTS WITH REGARD TO THE PERCEPTION

TOWARDS EMPLOYEE RETENTION STRATEGIES.

xc
 It is inferred from the table no. 19 that the calculated ‘t’ test accepts the

hypothesis 22.8, that there is no significant difference between the residence of the

respondents with regard to the perception towards employee retention strategies. The

mean scores indicate that workers who are residing at rural area having good perception

towards employee retention strategies.

ONE WAY ANALYSIS OF VARIANCE AMONG THE YEARS OF

EXPERIENCE IN THE COMPANY WITH REGARD TO THE

PERCEPTION TOWARDS EMPLOYEE RETENTION

STRATEGIES.

It is seen from the table no. 20 that the calculated F-ratio accepts the hypothesis

2.9, that there is no significant difference among the years of experience in the company

with regard to the perception towards employee retention strategies. The mean scores

indicate that workers who are having above five years of working experience in the

organization have got good perception towards employee retention strategies.

ONE WAY ANALYSIS OF VARIANCE AMONG TOTAL

EXPERIENCE OF THE RESPONDENTS WITH REGARD TO THE

PERCEPTION TOWARDS EMPLOYEE RETENTION

STRATEGIES.

It is seen from the table no. 21 that the calculated F-ratio accepts the hypothesis

2.10 that there is no significant difference among total experience of the respondents with

regard to the perception towards employee retention strategies. The mean scores indicate

xci
that workers who are having 6 to 10 years of total working experience have got good

perception towards employee retention strategies.

SUGGESTIONS

The organization has good strategies to retain their employees with a sense of

satisfaction to its employees. From the study it was found that the organization has no

negative aspects in retention strategies. Most of the respondents perceive the retention

strategies in a good manner. They think that their employer adopted the most suitable

strategies to retain them. So the organization can adopt similar measures to improve their

current retention strategies and can also implement some innovative strategies.

In view of the study, the researcher has the following suggestions for the company.

 The study reveals that though the minimum qualification for a worker in the

company is ITI, a few (16.4%) respondents have not even passed plus two level.

Hence, the company may review its recruitment and selection procedure.

 The study reveals that the respondents with less salary have a poor perception

towards the employee retention strategies of the company. Therefore, the

company may consider providing higher salary to the workers.

xcii
  The study reveals that only 20 per cent of the respondents are working in the

company for more than five years. This shows that though the employees are

satisfied with the employee retention strategies of the company, very marginal

number of workers is staying in the company for a longer duration of time.

 The study shows that only 23.6 per cent of the respondents have a total working

experience of more than 10 years. Hence, the company may take steps to recruit

workers with higher work experience.

CONCLUSION

The globalization of business is forcing the managers to retain high potential

talents and develop them to be the best workers. The major challenges for manages and

HR leaders is to convert threats into opportunities effectively via best available resources

in order to recruit and retain them in the organization. Besides this, pursue succession

planning and enable a workplace where employee’s expectations are viewed clearly.

Create and employment brand experience that motivates and energizes employees and

can be used to attract new talent. Companies need to identify the routes to ensure

employees feel they are growing with the industry and are not being exploited for a few

bucks.

The project with the title ‘Perception of the Employees Towards Employee

Retention Strategies’ was conducted among the workers of Pomona Industries Ltd.,

Coimbatore. Due to time constraint it is not possible to study more Frequency of

xciii
respondents. In spite of these constraints, the researcher compiled the task of data

collection and carried out the systematic analysis.

It is clear from the study that there is no significant difference between personal

variables, namely, age, marital status, and educational qualification, family income, type

of family, size of family and domicile do not influence the perception of the employees

towards employee retention strategies.

The organizational factors like, department, salary, experience in the present

company and total work experience are also found to be not influencing the perception of

the employees towards employee retention strategies.

BIBLIOGRAPHY

Books

Allen & Meyer, "Investigated the nature of the link between turnover and the three
components of attitudinal commitment", 1990, pp. 65-69.

Arundhuti Dasgupta, "Global Call Indian Management", Vol.46, 2002, pp. 31-35.

Boxall, et al., "Found the main reason by far for people leaving their employer was for
more interesting work elsewhere", 2003, pp. 40-45.

British Columbia Ministry of Health, "A Study the modified Physician Recruitment
and Retention Program", 2001, pp. 34-40.

Canadian Labour and Business Centre, "A Study on effective recruitment and
retention of teachers", 2002, pp. 32-51.

xciv
Darke International, North America, "A Study on Employee Retention", 2006, pp. 787-
94.

Elangoven, "A Study on link between stress and satisfaction", 2001, pp. 53-55.

Griffeth & Hom, "A meta-analysis of some 800 turnover", 1995, pp. 344-347.

John K. Shank & Eric A. Spiegel, "Strategic Value Analysis for Competitive
Advantage", 1998, pp. 23-44.

Kirschenbaum & Mano Negrin, "A Study on Employee Turnover", 1999, pp. 45-55.

Lum, et al., "A Study has reported a significant association between organizational
commitment and turnover intentions", 1998, pp. 38-42.

Meenakshi S. Nair, "A Study on Employee Retention Strategies", 2007, pp. 41-56.

Mobley, et al., "A Study the relationship between intentions and turnover", 1979, pp. 67-
82.

Martin, "Investigates the determinants of labour turnover using establishment-level

survey data for the UK", 2003, pp. 23-37.

Journals

Babu P Ramesh, "Cyber coolies in BPO Insecurities and vulnerabilities of Non

Standard work", Economic and Political weekly, Vol.34, 2004, pp. 492.

Chandran Mohan, "The Taj's People Philosophy and Star System" HRD Review, Vol.
24, 2003, pp. 52-56

xcv
David John, "An Illustration from the Petroleum Industry", Mckinsey Quarterly, Vol. 21,
2003, pp. 32–39.

Dutta Andrew, "Strategies for Retaining Employees", HRM Review, Vol. 25, 2004, pp.
31-35.

Harris Jim, "Ten Trends Impacting Employee Retention", ICFAI Press, Vol. 20, 2003,
pp.40-43.

Kodwar Amitabh and Kuma Senthil, "Employee Retention: Issues and Challenges",
HRM Review, Vol. 25, 2004, pp. 15-20.

Mamidenna Sireesha, "In Defense of Long-term Employment", HRM Review, Vol. 24,
2004, pp. 27-30.

Mandal, "Employee Retention", HRM Review, Vol. 30, 2009, pp. 59-62.

Mishra Paresh, "Tapping Talents", HRM Reviews, 2008, Vol. 24, pp.25-29.

Murthy, G.R.K., "Talent Retention: Businesses Gotta Make Work Passionate", HRM
Review, Vol. 25, 2004, pp. 21-26.
RTS Consultants (UK) Ltd in association with The Institute of the Motor Industry,
"A Study on Employee Retention in the Retail Motor Industry", Motor Industry, 2005,
pp. 27-52.

Raju, P.V.L., "Talent Management in Strategies", HRM Review, Vol. 24, 2003, pp. 19-
20.

Raju, P.V.L., "Talent Management: How to Attract and Retain Star Employees", HRM
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Raghavendra R., "BPO firms Head Hunt in smaller cities", The Economic

xcvi
Times, 2003, Vol. 23 p.10.

Rajas Kelkar, "India, Ireland Turn Outsourcing Hubs", The Economic Times, 2002, Vol.
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Sharma, R.A., "Employee Retention Through Employee Engagement and Involvement",

HRD News Letter, 2008, Vol. 24, p. 22.

Shelley Singh & Mitu Jayashankar, "The BPO Boom", Business World, 2002, Vol. 12,
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Tupili, Nithya, "ER (Employee Retention) Vs HR (Human Resources)", HRD News

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xcvii
 WEB SITES
1. www.managementhelp.org
2. www.refresher.com
3. www.humanresources.about.com
4. www.highretention.com
5. www.employeeretentionstrategies.com
6. www.themanager.org
7. www.retention.naukrihub.com
8. www.amanet.org
9. www.pubmed.com
10. www.india-today.com/btoday/22071999/hresource.html
11. www.citehr.com
12. www.cs.state.ny.us/successionplanning/workgroups/Retention/employeeretention
report.pdf

xcviii
 APPENDIX
PERCEPTION OF THE EMPLOYEES TOWARDS EMPLOYEE RETENTION
STRATEGIES

PERSONAL PROFILE

1. Age :

2. Department : Production / QA

3. Marital Status : Married / Un Married / Divorcee / Widow /

Widower

4. Sex : Male / Female

5. Qualification : Below Plus Two / ITI / Diploma

6. Salary : Below 2,500 / 2,501 to 5,000 / 5,001 & above

7. Total family income/month : Below 5,000 / 5,001 to 10,000 / 10,001 & above

8. Type of family : Nuclear / Joint

9. Size of family : Below 4 / 5 & 6 / 7 & above

10. Residence : Rural / Sub-urban / Urban

11. Experience in Revathy Eq. :

xcix
 12. Total Experience : Below 5 / 6 to 10 / 11 & above

13. Type of employment : Company pay roll / Contract

S.No. Particulars SDA DA UD A SA

1. Is your company an employer of Choice

Performance of the employees are measured at periodical
2. intervals
Company recognizes its performers through proper rewards
3. and recognition
Employee turnover happens due to matters other than
4. monetary reward
Employees have ample opportunity to understand how their
5. work contributes to the bottom line of the company.
Employees are provided with opportunities for career growth
6. and self development.
Employees are provided a comfortable, safe work
7. environment
Care for the well-being of employees is a priority of the
8. Company by making their life easier and less stressed.
Superiors are aware of what are the replacement costs for
9. every employee who resigns/needs to be replaced.
The rate of employee turnover in the company is lower than
10. the average in similar industry.
Superiors spent more time and money on retention program
11. than on recruitment
Salaries and bonuses are linked to performance or the
12. development of competences.
Superiors are aware of the job forecast and professional
13. development plan for the next two years.
Employees are aware that they are an asset in which one
14. needs to invest and not a cost to reduce.
15. Management has created an open and comfortable work

c
 environment.
Agree with the timeline chart put forth by my department to
16. achieve the assigned job.
Management recognizes and makes use of employee’s
17. abilities and skills.

18. Employees are treated with respect by management and Peers

Management is flexible and understands the importance of
19. balancing the work and personal life of its employees
The training I received helped me to do my job effectively and
20. efficiently.
The management recognizes that peaceful family life and
times spend with family is important for individual
21. achievements.
I recommend others to join this company and consider it as an
22. employer of choice

SDA- STRONGLY DISAGREE, DA- DISAGREE, UD- UNDECIDED, A- AGREE,

SA- STONGLY AGREE

ci