Summer Internship Project Report

On
An analysis of Employee Retention

At

Ravago Manufacturing India Pvt. Ltd

Submitted to

School of Business (ITM SLS Baroda

University)

Under the Guidance of

Prof. Tanveer Qureshi

In partial fulfilment of the requirement of the award of the degree of

Master of Business Administration (MBA)
offered by

ITM SLS Baroda University

Prepared by:
Rohit
Mittal
22B3M109
MBA (Semester – III)
Month & Year:
September 2023
 Student’s Declaration Form
I hereby declare that the Summer Internship Project Report titled Role of An analysis
of employee retention at Ravago Manufacturing India Pvt. Ltd. is the result of my own
work and my indebtedness to other work publications, references, if any, have been
duly acknowledged. If I am found guilty of copying from any other report or published
information and showing as my original work, or extending plagiarism limit, I understand
that I shall be liable and punishable by the university, which may include ‘Fail’ in
examination or any other punishment that university may decide.

Enrolment no Name Signature

22B3M109 Rohit Mittal Kanubhai Mittal

Place: Savli Date: ………….

 Date: / /

Institute Certificate

This is to certify that this Summer Internship Project Report Titled “Role of Artificial
Intelligence in Recruitment and Selection” is the bonafide work of ROHIT
MITTAL (22B3M109), who has carried out his/her project under my supervision. I also
certify further, that to the best of my knowledge the work reported herein does not form part of
any other project report or dissertation on the basis of which a degree or award was
conferred on an earlier occasion on this or any other candidate. I have also checked
that plagiarism extent of this report which is ……% and it is below the prescribed limit
of 30%. The separate plagiarism report in the form of html/pdf file is enclosed with this.

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 CERTIFICATE OF EXAMINER

This is to certify that project work embodied in this report entitled Role of Artificial Intelligence
in Recruitment and Selection was carried out by ROHIT MITTAL (22B3M109) of
ITM(SLS)Baroda University.
The report is approved / not approved.
Comments of external Examiner.

This report is for the partial fulfilment of the requirement of the award of the degree of Master of
Business Administration offered by ITM SLS Baroda University.

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AC
KN
OW
LE
DG
EM
EN
T

How can you forget that faces, who helped you to accomplished this project in a very successful
manner, isn’t it? This is because, we would like to express my heartfelt gratitude of thanks to
the ones who have best owned me their blessing and the heart pledged support.
Guide is the one who has shown us the correct way of initiating work at any time and hence
we would like thank Prof. Tanveer Qureshi (Assistant Professor, School of Business, ITMBU)
from the bottom of my heart for lighting our path despite of her busy schedule. After that,
corporate world is the place where you can expose the knowledge you have learnt in
your books, and when you are getting a good work life culture, you consider yourself as a
luck one, but if you have a corporate guide like Mr. Harsh BramBhatt and Mr. Vipul
Bhimani (HR admin & head, Ravago Manufacturing India), then you are the luckiest one.
Also, we would to thank him for guiding and motivating us to complete this partial Inter-
Disciplinary Action Project, which would completely ending by 4thSemester of our MBA
program.
Last but not the least, we would like to thank our parents and friends for their respective
suggestions and a strong support for the completion of this Internship program.
Company Certificate
Plagiarism Report
 TABLE OF CONTENTS
Sr Topic Page No.
No.
1 Industry Analysis
1.1 About the Industry
1.2 SWOT Analysis
1.3 Growth of Industry
1.4 Market Share Of RAVAGO
2 Company Analysis
2.1 About the company
2.2 Historical Development Stages
2.3 Mission & Vision
2.4 Special Achievement
2.5 Product Profile
2.6 Main Competitors
3 Study On Topic
3.1 Introduction of The Topic
3.2 Literature Review
3.3 Background of The Study
3.4 Problem Statement
3.5 Objective of the Study

3.6 Research Hypothesis

3.7 Research Methodology
3.8 Research Design
3.9 Sources of Data
3.10 Data Collection Method
3.11 Population
3.12 Sampling Method
3.13 Sampling Frame
4 Data Analysis
5 Findings
6 Limitation Of the Study
7 Conclusions Of the Study
8 Bibliography
9 Webliography
10 Questionnaire
 Industry Analysis
1.1 About the Industry:
Founder of Ravago: -

Raf Van
Gorp
Introduction: -
The company was innovated by Raf Van Gorp. He founded Ravago in 1961. Ravago
is Belgian plastic producing company with its headquarters located in Luxembourg.
Ravago manufacturing produces a wide range of plastic and rubber materials from
high performance engineered resins to recycled post-consumer materials.

Ravago has 22 manufacturing facilities located across north America, Europe, Asia
and turkey.
They are global producer of high-quality plastic compounds, including
polymer, thermoplastic, rubber and engineering plastic.
They offer virgin and recycled products in many polymer types and provide solution a wide
range of markets.
Ravago’s representative their professionalism is the foundation of the company’s credibility.
Ravago’s business model is based on partnership with suppliers, customer,
financial institution etc.
They encourage everyone to welcome others opinion and perspective and not put themselves
about other.
They always recognised employees for their good affords successive and internal incentives.
CEO and president of Ravago’s:

AXEL ROUSSIS
Ravago is active in three markets:
Plastics:
Most activities of Ravago are dealing with plastics as their primary product. The reselling of
commoditized plastics such as polypropylene and polyethylene goes hand in hand with
the distribution of technical products, such as nylon and thermoplastic elastomers.
Chemicals:
In chemical Ravago offers a comprehensive product portfolio of basic raw material
and specialities for a wide range of application such as coating and construction, care
chemicals, polymer processing and manufacturing, water treatment, life sciences, agriculture
and paper.
Building material:
Ravago building solutions has its own manufacturing facilities in insulation, waterproofing,
metal profiles for dry construction and foil and packaging.
Our activities:
Ravago offers local intimacy combined with global scale to all our partners.
Distribution:
Ravago’s distribution activity is a service-oriented business focus on adding value to
our partners throughout the project.
Our business focuses on helping our partners and clients excel in their industries.
Ravago builds loyal relationship with industry leading producers.
Manufacturing:
Within Ravago manufacturing activities we are experienced in a range of
manufacturing expertise covering different disciplines.
Compounding:

Globally, Ravago Manufacturing Group of Companies has perfected the technology

to customize compounds of thermoplastic resin using prime and reprocessed based materials.
RMI offers a unique and systematic array of facilities that consist of modern
equipment, experienced polymer technologists and adequate capacity to meet the demands
of customers' requirements.
At RMI, we replicate the technology and good practices along with
manufacturing infrastructure required to offer consistent quality of finished products.

Tolling
:
Our tolling division is equipped to serve global as well as domestic partners for their tolling
needs of engineering thermoplastic compounds.
Our team offers extensive knowledge and are abreast to the engineering techniques to provide
our partners with quality tolling services. With a robust production line, we manage
mass polymer production for customers in varying industries.

Plant flow process:

1.2 SWOT Analysis of Ravago: -

Strength: -
 Globally influencing
 Open nature
 Updated technologies
 40% export

Weakness: -
 Over manpower
 Major Attration

Opportunities: -
 Government rules by all nations to keep environment clean broadens scope in
international market.
 Global market coverage

Threats: -
• Heavy investment in assets
• Competitors treated as big threat
o Demand of prime product

1.3 Growth of the industry: -

Ravago grow by expanding their product portfolio and branching in global market.
Ravago was entered in India through joint venture with name shah polymers in 2015.

Work Life at Ravago:

There is a powerful common denominator between all Ravago roles: our culture.
In the true sense of the word, Ravago is a family company.
In Ravago, less conflict between the employees and superiors.
All the employees make a team and implemented their work.
No pressure of their work.
All the head departments are free minded and professional
personality. Company provided time for personal life.
All the works are smoothly run by the superiors.
All company employees do work as a team.
All employees are well motivated by their superiors.
Employees work life and personal also balanced.
 Company Analysis
2.1 About the Company:
C
ompany Profile
Company Name: -
R
AVAGO
MANUFACTURING
INDIA PVT.LTD
C
ompany Logo: -

Company Details: -
CIN U25200GJ2018FTC101999

Company registration Ahmedabad

Registration number 101999
Company category Company limited by shares
Company subcategory Subsidiary of foreign company
Class of company Private
Date of incorporation 24th April 2018
Age of company 5 years 2 month
Date of last annual
General meeting
30 Sep. 2022(as per record from ministry of corporate affairs)
Authorized share capital
200,000,000
Paid-up capital
130,000,304
Activity
Manufacturer of Plastic, Chemicals and products
Introduction: -
Ravago is one of the world’s leading manufacturing mixers with a huge presence across the
world.
Ravago was innovated by Raf Van Gorp in 1961.
In India the Ravago was established in year 2018 and registered in Ahmedabad dated on 24
April 2018.
In Ravago total employees works approx 120+
The Ravago Manufacturing India the president’s name is Mr. Udit Baluja.
Ravago was born out of the innovative idea to recycle post production plastic waste generated
from Petro chemical companies.
Ravago was entered in India through joint venture with name shah polymers in 2015.
Present the Ravago is the number one service provider in global market includes
plastic, rubber and chemical.
Ravago has footprints in overs 60 country by distributing of their products includes
that plastics, rubber and chemicals in global markets more than 25000 manufactures
without compromise of their customers which play role approx 45000 or more customers.
In main industry 7000 or more employees connected in this company who producing their
product in global market.
Today, the Ravago represents over 6,800,000 MT of annual polymer sales serving more
than 53,000 customers through 325+ locations across more than 65+ countries worldwide.
The Ravago manufacturing India is manufacturing through armed with modern art equipment
operated by experienced and specialist employees.
They are also able to handle wealth of polymers compounding.
Their main goal is to be the best class solution provider for their customers across relevant
industry. They plan to expand their business in India setting a with additional plants
catering to their partners and direct markets.
The Ravago is a private company is able to move quickly and easily make decision fast but
they should not compromise their unbiased structure and professional attitude towards
colleagues & partners.
Ravago’s representative their professionalism is the foundation of the company’s
credibility. Ravago is based on to inter connected principles.
Ravago’s business model is based on partnership with suppliers, customers
financial institution etc.
They encourage everyone to welcome others opinion and perspective and not put themselves
about other.
They always recognised employee for their good affords successive and internal incentives.
 They focus human involves a respectful and thoughtful approach of people every
single employee contributes to creating a trusted and collaborative environment ethical
behaviour caring for each other and respect for all aspect of diversity.
Employees and others stakeholders enable the long-term relationship on which the company
is built.
Managing director of Ravago’s: -
Axel Konstantinos R Roussis
Paul Jozef Godelieve Depuydt
Divya shah
Deepak Shah
Manufacturing unit in
Ravago: -
Ravago India Pvt. ltd There manufacturing unit located in India plot no. 96 GIDC
Alindra manufacturing Manjusar, Vadodara, Gujarat, 391775
Ravago manufacturing India is part of the Ravago group. there largest activity of recycling
and compounding. they pride a sustainable service to the entire industry by collecting sorting
and recycling polymers waste.
Department in Ravago Manufacturing India Pvt. Ltd.
 There are eight department in Ravago: -
 Human resource
 Finance
 Purchase
 Sales
 Production
 Maintenance
 Quality control
 Research & development

2.2 Historical development stages:

-
1961 Founded recycling polymer waste
1970 building & Resale &
construction solution distribution finished product
1985 Ravago America’s Resale &
manufacturing activities in
USA
1988 Resinex Distribution &
manufacturing Europe
1990 Entec polymer Distribution USA
Ravago Hong Kong resale MEAF Asia
2000 Ultra polymer Distribution Europe
2006 Muehlstein Resale & distribution Latin
 NAG America
2012 Ravago Manufacturing
Manufacturing China & distribution Asia
acumen
2013 Ravago chemical Chemical distribution
2015 Ravago Manufacturing Asia
Manufacturing middle east
& Singapore
2.3 Mission: -
To emerge as a formidable solution provider using extensive knowledge and
robust infrastructure that can effectively service specific customer needs.
Vision: -
To be recognized as the best-in-class solution provider by creating a team of
innovative people that can redefine application of polymer technology so as to
convert growth opportunities to profitable ventures.
Values: -
These are not just buzzwords but the company’s core principles that define who we are, what
we stand for, and how we want to be perceived.
It has proven to be the foundation of Ravago’s success and because it will define our future.

Team of Ravago:
- President: - Vice president: -

Management Research & Development

Mr. Udit Baluja Mr. Atul

Raja
Assistant General Manager: - HR- Admin: -
Finance HR Manager

Mr. Chirag Shah Mr. Vipul Bhimani

General Manager: - General Manager

Supply Chain Production

Mr. Manmath Deolalkar Mr. Deepak Chamoli

General Manager: -
Sales & Business
Development

Mr. Vishal Khandelwal

Certificate:
International organization of standardization: -

9001:2015 – QMS (Quality Management Systems)

Quality has a high priority which is well embedded in our company culture. Long term solid
relationships with their customers and industrial partners provide the best measure for
quality.
14001:2015 – EMS (Environmental Management Systems)
45001:2018 - OH&S (Occupational Health and Safety Management System)
Organization structure:
- Management

PRESIDENT
UDIT BALUJA

GM-
OPERATION VP- R&D
DEEPAK ATUL RAJA
CHAMOLI

GM- SUPPLY GM- S&M

MANAGER- HR SR.BUSINESS
CHAIN AGM
ANALYST VISHAL
VIPUL MANMATH KHANDELWA
BHIMANI HIREN RAVAL CHIRAG SHAH
DEOLALKAR L
2.5 Product profile: -
ABS (Acrylonitrile Butadiene
Styrene):

ABS polymers have greater toughness over styrene, this made them suitable for many
applications. ABS becoming the most popular of the engineering polymers.
Example: helmet, printers, musical instruments, vacuum cleaners, MCB, Fan blade, etc.

PC(Polycarbonate):

It is a transparent thermoplastic with carbonate functional groups. PC is melted and

forced into a mold with high pressure to give it the desired shape.
Example: medical devices, protective gear, digital disk (DVD, CDs), keyboard, mobile back,
switch board, etc.

Naylon (PA6 and PA66):

Nylon is the name of a family of synthetic polymers that are commonly used to
make a variety of different types of apparel and consumer goods.
Example: seat belts, parachuting material, etc.

Thermoplastics:

Thermoplastics are linear or slightly chain polymers. Thermoplastics have the capability
to soften on heating and hard on cooling.
Example: non-stick cookware, laboratory equipment, etc.

PP:

Phillips Petroleum Company discovered polypropylene, a high-melting crystalline

aliphatic hydrocarbon.
Example: home appliances, Reusable water bottles, medical components, etc.

PPO:

Polyphenylene Oxide (PPO), also known by its trade name NORYL™, is an

amorphous
engineering thermoplastic.
Example: electrical components, automotive parts and in medical instruments, etc.

PBT:

Polybutylene terephthalate (PBT) is a thermoplastic engineering polymer that is used as an

insulator in the electrical and electronics industries.
Example: bulb holder, electronics parts, auto parts, motor cover, TV set accessories,
oven door handles, etc.
Recycling: -

We provide unique and viable solutions to stakeholders involved in the chain of

generating, converting and re-using plastic.
Our contribution to national development is through a closed-loop recycling programme that
offers back-to-back pick-up of scrap generated at the source. This allows us to recycle
polymer waste and put them back into mainstream industrial applications.
About Polymer: -
Polymers are molecules that are chemically linked together. A polymer is basically a group of
monomers, hence the name ‘Poly’ mer.
The word Polymer comes from the Greek “poly” meaning many, and “meros” meaning parts
or units. A polymer is a group of many units. You combine many monomers (one unit) to
create a polymer.
Imagine a paper clip as a monomer and a chain of paper clips linked together can be called
polymer. To make this chain many monomers are chemically.

Below is a list of plastic scrap that we can recycle: -

 Nylon yarn to granules

 Recycling of rigid plastics like battery boxes, drums, crates, pales (PP, PE, LLDPE)
 Recycling of soft plastics like films, sheets (PP, PE, PC)
 Recycling of polymer waste from Petrochemical plants; PE and PP lumps, powders,
floor sweeps.
 Recycling of PE Wax
 Recycling of ABS, PC and PA lumps (and post-industrial waste)

6. Main competitors: -
 PI polymers
 Chamco polymers
 Styrenic polymers
 Appl Industries Limited
 Mitsubishi Chemical India Pvt.
 Inno Color and Compounds Private Limiteds
 Peeco Polytech Pvt Ltd.
 Aquent Polymers Private Limited
 Calco Poly Technik Private Limited
 Study on topic
3.1 Introduction: -
Effective employee retention is a systematic effort by employers to produce and foster
an environment that encourages current workers to remain employed by having programs
and practices in place that address their different requirements.
A strong retention strategy becomes an important recruitment tool. Retention of key
employee is critical to the long-term health and success of any association. It’s a known fact
that retaining your stylish workers ensures client satisfaction, increased product deals,
satisfied associates and reporting staff, effective succession planning and deeply bedded
organizational knowledge and literacy.
Employee retention matters as organizational issues similar as training time and investment,
lost knowledge, insecure employees and costly candidate search are involved.
Employee retention strategies helps organizations provide effective employee communication to
improve commitment and enhance workforce support for key corporate initiatives.
Employee retention is a new era of modern technology and competitive business
environment.
Organizations are continuously changing. This changing environment is not only effecting
the organizations but also the employees working in it.

Employee Retention
Retention is the process by which a company ensures that its employee don’t leave their jobs.
Employee retention is defined as an organization ability to prevent employee turnover or the
number of people who leave their job in a certain period either voluntarily or involuntarily.
Employee retention is a high priority for leading HR organizations today.
Every company and industry have a varying retention rate which indicates the percentage of
employee retention.
Even though a small turnover rate can be healthy depending on the nature of each industry,
higher percentage can be expensive both in terms of money and time.
Employees may leave an organization because of various factors likes lack of
recognition, unfair treatment, unhealthy work environment, reduced compensation, lack of
development and growth opportunities and unchallenging work.

Employee retention rate formula:

Employee retention rate= Total number of remaining employees * 100
Total number of original employees
Reasons why employee retention is so important for an organization:
 Sustained productivity flow
 Reduced company costs
 Reduced training time
A good employee retention rate is over 90%. To strike a balance between retaining
the existing employees and allowing for new employees with more desirable skill sets and
ideas to join the company.

Effective employee retention strategy:

 Invest in employee career
 Recognize employee contribution
 Prioritize work life balance
 Create path way for growth
 Improve organization culture
Importance of the study: -
Employee Retention refers to the techniques employed by the management to help the
employees stay with the organization for a longer period of time.
Employee retention strategies go a long way in motivating the employees so that they stick
to the organization for the maximum time and contribute effectively.
Three R’s of Retention:
 Respect

Recognition

Reward

1.Respect:
It is esteem, special regard, or particular consideration given to people. As the
pyramid shows, respect is the foundation of keeping your employees.
2.Recognition:
It is defined as “special notice or attention” and “the act of perceiving clearly.” Many
problems with retention and morale occur because management is not paying attention
to people’s needs and reactions.

3.Rewards:
They are the extra perks you offer beyond the basics of respect and recognition that make it
worth people’s while to work hard, to care, to go beyond the call of duty. While
rewards represent the smallest portion of the retention equation, they are still an important
one.

Sr Ye
3.2Name
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system.
11 202 Mohamed The Study aims H1: 385 Findings
3 abou- impact of to psychologic revealed
shouk, organisation examine the al that po of their
Haseba al justice and contribution ownership jobs and
hamad, job of workplaces
Sarah organisation is
autonomy on positively increases their
muhamma al
d employee justice, job affecting intention
Retention: autonomy employee to stay
the and retention. With
mediation of Psychologic H2: their
psychologica al organisation organisations.
l ownership ownership al The
to justice contributors of
employee has po
retention in a include privacy
the travel positive
agencies impact and the
on ability to
 sector in organisation work
egypt al
and iraq justice
has
a
positive
impact
on
employee
po.
H4:
job
autonomy
has
a
positive
effect
on
employee
retention.
12 202 Liana The This study h1: 250 Businesses are
3 qatamin, impact of aims still struggling
Nurita binti hrm at hrm to come up
juhdi, practices on investigatin practices with a
Rodrigue the g the role of have simple and
ancelot employee hrm efficient
fontaine Retention in practices on way
the jordanian employee a to
plastic retention in positive enhance
and rubber the impact Employee
Sector jordanian on retention
plastic employee at work.
and rubber retention in
sector. plastic
The study and rubber
develops a sector
Conceptual In jordan
model H2:
that job design
links practices
have
hrm a
practices positive
(job design impact
and on
job security) employee
with intention to
employee stay
Retention in
in plastic and
the Rubber
jordanian sector
plastic in jordan.
and rubber H3:
enterprises job
security
 jordan.
13 202 Majed Determinant The H1: 325 The
3 alshamrani, s study’s salary/empl results indicate
Sager of primary oyee a
alharthi, employee objective is benefits significant
majed retention to relationship
have between
helmi, in identify the a salary/employe
Tariq pharmaceuti determinant positive e
alwadei cal s and benefits,
companies: of significant motivation,
case of saudi employee impact work
arabia retention in on conditions,
saudi employee organizational
pharmaceuti retention Culture,
cal H2: leadership
companies. job working support,
To and employee
conditions retention in
identify have pharmaceutical
predictors a companies
of employee positive in saudi arabia.
retention. and Motivation
To significant in the
assess impact company and
the on job/working
impact employee conditions are
of retention significant
salary and H3: positive
employee predictors of
work Employee
benefits relationship retention.
on employee s have
retention. a positive
and
significant
impact
on
employee
retention
H4: culture
within
the
company
has
a
positive
and
significant
impact
on
employee
retention
14 202 Yombwe Work To H1: analysis 375 The findings
3 matipa life balance understand was of the study
the to pointed
and relationship evaluate the out that fwa
employee between impact are an
retention employee important facet
 zambia as well as better
To financial employee
explain the stability on retention rates.
relationship the
Dependent
between variable
flexible employee
work retention.
arrangement H3:
and statistical
employee significance
Retention of
in ingos each
in zambia. variable
To was
understand determined
the by referring
impact To
financial the
stability and determinant
employee s
retention in of
ingos in significance
Zambia ,
15 202 Imdad ali, The effect of To examine H1: there 300 The
2 Dr. Sher ali corporate the effect of is a study makes a
social corporate positive novel
responsibilit Social relationship Contribution
y responsibilit between by
on y Perceived not
employee on csr
and examining the
satisfaction, employee direct
Employee satisfaction. employee
satisfaction. association
engagement To test Between
the effect H2: there
and the
is a
employee of corporate
positive csr
retention social relationship and
Responsibili between employee
ty Perceived satisfaction,
on csr Engagement,
employee and and retention.
engagement employee
. engagement
To study the .
effect h3: there
of corporate is a
Social
responsibilit positive
y relationship
on between
employee Perceived
retention. csr

and
employee
retention.
 environment sustainable environmen sustainable
influence work t is work
work environmen related to environment
Engagement, t on work employee positively and
job Engagement retention Significantly
satisfaction , H2: predicting
and job sustainable work
employee satisfaction work engagement,
retention? and environmen job satisfaction
Perspectives employee t is and employee
from related to retention
retention.
e- commerce
industry work
engagement
H3:
work
engagement
is related
to employee
retention.
17 202 Deveendra Technostress To H1: literacy 100 Many
2 menon, of identify the facilitation different kinds
Hui nee an reduces the of
au yong, employee factors of rate treatments can
Syed affects technostress of be given
muhamma the employee at technostress to reduce
d retention rate works .to H2: technostress
evaluate the technical and the
technostress support first one
with reduces the would be
the rate flexibility.
link of For salesman
of technostress or
retention H3: information
rate involvement technology (it)
facilitation type
reduces the of
rate employees,
of it is
technostress recommended
H4: to give them
innovation flexibility such
support as does
reduces the not need to
rate go back
of to office every
technostress day.
H5:
technostress
reduces the
retention
rate
18 202 Abdikadir Intervening To examine H0: there 382 It is
2 ore ahmed, effect the is no understood
Dr. of employee intervening significant that
Dinah retention on effect intervening when
keino & the of employee effect employees
 between the retention on and
strategic relationship the competencies
leadership between relationship in
and Strategic Between performing
Performance leadership strategic their duties,
of and leadership efficiency and
health care performanc and performance
workers in e of performanc increase.
health care e of
north eastern workers health care
Kenya in north workers
eastern in north
kenya. Eastern
counties
of kenya.

19 202 Saiyid Employee The aims H1: 173 Based on the

3 syech, performance of this knowledge results
anisah, model based study managemen of
Amilia on are t has research and
paramita knowledge to a positive discussion
sari Management analysis the and through
and extent significant hypothesis
employee to which effect proof on
retention knowledge on the problems
managemen employee raised
t and retention regarding, this
Employee H2: Study
retention knowledge concludes that
can managemen knowledge
affect t has management
employee a positive and employee
performanc and retention have
e, while the significant a positive and
subjects effect significant
of this on effect
study are employee on employee
employees performanc performance
who work at e
Finance H3:
companies employee
located in retention
jambi has
province.
a
positive
and
significant
effect
on
employee
performanc
e
H4:
knowledge
managemen
t has
 significant
on
employee
performanc
e
through
employee
Retention as
an
interverning
variable
20 202 Lila maria Study on To analyze 𝐻 1: 78 To improve the
3 kaban, compensatio how compensati employees’
Umi n, compensati on partially loyalty and
kulsum organization on influences Commitment
al Partially Employee as well as
commitment, influences retention at motivation at
and work employee malahayati work,
Motivation retention at medan Malahayati
for employee Malahayati 𝐻 2: medan should
retention at a medan, to organization frequently
local analyze how al provide
hospital Organizatio commitmen Training and
nal t partially seminars, offer
commitmen Influences career
t partially employee opportunities,
influences retention at and
Employee malahayati Improve the
retention at Medan relationship
malahayati 𝐻 3: work among
medan, to motivation employees in
Analyze partially the
how work influences Working
motivation Employee environment.
partially retention at
influence malahayati
Employee medan
retention at 𝐻 4:
malahayati compensati
medan, on,
organization
al
commitmen
t,
And work
motivation
simultaneou
sly
influences
Employee
retention at
 malahayati
medan
21 202 Nurazwa Human This study H1: there 384 The
2 ahmad, resource Aims is a findings
Nor practices and to determine positive outlinedhad
kamariah employee the level of relationship provided
kamaruddi retention employee between a better
n, in retention, training and View
Tengku nur manufacturin human developmen in
azila raja g resource t understanding
mamat Industry practices, with the
and employee relationship
Examine the retention. between
relationship H2: there human
between is a resource
human positive practices
resource relationship and employee
practice and between retention to
employee recruitment Help
retention. and future
selection researcher to
with acquire a
employee good guideline
retention. to
H3: there conduct
is a any extended
positive research in
relationship the similar
between field.
performanc
e appraisals
with
employee
retention
H4: there
is a
positive
relationship
between
compensati
on
with
employee
retention.
22 202 Indra The role of The purpose H1: the 171 employee
2 setiawan & employee of this study influence of retention can
Sri hastuti retention was organization Mediate
as mediation to al culture between
on the determine on workload
influence of the employee and employee
Organization Analysis of engagement engagement.
al employee H2: Employee
culture and retention has
engagement
workload on level factors the a positive
employee mediated effect and significant
engagement by of workload effect on
 the k- engagement Employee
55 guards H3: the engagement
security influence of for
service organization company
company. al culture employees
On k- 55 guards
employee Security
retention service.
H4:
the
effect
of workload
on
Employee
retention.
23 202 Ramon Factors To H1: factors 50 Most
3 jr macaraig, affecting identify and affecting influencing
Soun hong, employee employee factors
Sau lay retention assess retention on affecting
of private the Compensati employee
companies in factors on retention
Cambodia affecting H2: effect Are
using delphi retention of employee compensation;
method Of training and promotion,
private developmen opportunity
employees t and growth;
in On Work
cambodia employee environment;
from retention training
experts’ and
point development;
of and work-
view Life balance.
such as
hr
practitioners
etc.
To
recommend
ways
on
how
to
improve
employee
Retention
24 202 Walton Employee This study H1: 400 This study is
2 wider, retention aims work- life greatly
Mohd in the to balance significant in
wafiy service investigate positively that it
akmal industry the affects offers insights
ahmad in malaysia effects of employee into the
khadri, work-life retention. reciprocal
Surianti balance, H2. process
lajuma, work Work of employees
Nasehah environmen environmen and
 retention in Rewards service
malaysia and industry.
compensati
on
positively
affect
Employee
retention.

25 202 The this H1: it 83 The better the

Andari, is suspected work
1 influence of study
Nafiudin, the work aims that there environment
environment to determine is an provided by
Ratih and the effect ofinfluence of The company,
purnamasar employee the the work and the higher
i work environmen the
Engagement
on employee environmen t employee
t on engagement,
retention the
And employee
employee Retention more employee
on a cv. retention
engagement
H2: it Will increase.
on
employee is suspected
retention that there
is an
influence of
employee
engagement
on
employee
Retention
on a cv.
H3: it
is suspected
that there
is an
influence of
the work
environmen
t
and
employee
Engagement
on
employee
retention on
a cv.
26 202 Xavier A Determine H1: 100 Given enough
3 lawrence d. microanalysi the business business salary,
Mendoza, s profile profile keep the
Jerico of of the of the workplace
tadeo employee respondents respondents clean
retention in in terms of and sanitized,
strategies: Terms type provide
the case of of: of Training,
Selected forms ownership mentorship
 convenience business H2: training,
stores organization employee and seminars
and their , number of retention programs,
practices employees, managemen giving
length appreciation
t and
of operation; practices recognition,
and of Giving
Range the health benefits,
of asset size. respondents
In terms of and providing
employee employees'
support growth
and support
27 202 Mahfuja Impact General H1: there 234 The analysis, it
3 khatun, of objective of
is a is found that
Sk. development this study significant there are
Neyazur opportunities is to difference no differences
rahman, And investigatein in the
Munni compensatio the factor of
developmen perception
khatun n stress t Between
on and its opportunitie gender
employee impact on s (male and
retention: Absenteeis exercised in female) and
A m and Organizatio absence in the
comparative from the ns in terms workplace.
study research of gender.
on banking H2: there
Industry is
of a significant
bangladesh difference
in
compensati
on
exercised in
organization
s in terms
Of gender
28 202 Deemah Employer To examine H1: 459 Quantitative
3 alzaid, branding and the employer research
Suad employee impact of branding examining
dukhaykh retention employer has other sectors
in the branding on Such
banking employee a as
Sector Retention telecommunica
in saudi and positive
tions should be
arabia the and
conducted to
mediating significant
verify
effect of the relationship
the findings of
relational with
psychologic employee the present
al study, Based
retention.
contract H2: on data from
between larger
employer
employer and
branding
branding more diverse
has
sectors
a
 And significant
employee relationship
retention with
among the
employees relational
of psychologic
the al contract.
banking H3:
sector the
in Saudi relational
Arabia psychologic
al
contract
has
a
positive
and
significant
relationship
with
employee
retention.
H4:
the
relational
psychologic
al
contract
mediates
the
relationship
between
employer
branding
and
Employee
retention
29 202 Pranavasre Employee The aim of H1: 80 Better
2 ed retention: this paper is influence of working
a to employee environment
study understand compensati has been the
of employee the need of on Most
retention employee H2: contributing
in indian retention in influence of factor
its industry its industry employee which most of
during in work the
Time india life balance participants
of during have
covid the Marked
time as most
of covid. influential
Employee while
Retention considering
has staying in the
ever been Organization.
termed as
complex
 intrigued hr
managers
30 202 Xuelin Work design, Promotes H1: 200 The empirical
3 chen, employee employee job findings
abdullah al well-being, retention autonomy revealed that
mamun b, and retention and positively job
intention: contributes influences autonomy, skill
employee
mohamma a case study to
well being
d of China's the H2: variety, task
enamul young achieveme skill variety significance,
hoque workforce n positively Feedback,
Wan mohd t influences work
hirwani employee relationships,
wan of well being and
hussain b, organization H3: work
qing yang al goals. task identity conditions
positively indirectly
influences influenced the
employee
well being retention
intentions
Of
young workers
in
china,
with employee
well-being
acting as
a mediator
31 202 Adya Based This study H1: it 96 the
0 hermawati, on talent aims was Usefulness of
Totok management to obtain presumed this research is
hendarto as employee empirical that to contribute to
Performance evidence good talent the fields
optimization that managemen of human
by good talent t resource
Strengthenin managemen Would management,
g t will produce Talent
employee Improve optimum management,
retention employee employee employee
Aspect performanc performanc retention,
e to e and
be optimal H2: it employee
and was performance.
consistent presumed
employee that
retention good talent
will in managemen
Crease t
optimal Would
employee deliver
performanc consistent
e employee
retention.
32 202 Syed Impact of The H1: 338 The
3 muhamma organization study aimed compensati findings may
d shoaib, al on has be
Nasir ali, culture and to examine a positively Helpful
Saqib raza compensatio the effect to supervisors
n on of Significant
job compensati effect on job interested
satisfaction on satisfaction in establishing
and and H2: The underlying
Employee organization Compensati reasons
retention: al culture on on has for
a employee a positively discourteous
case Retention Significant Conduct
of with effect to
pharmaceuti the on limit
cal mediating employee its
industry of role of occurrence by
job retention
pakistan with identifying the
satisfaction Key
in the
factors that
the mediation
generate it and
pharmaceuti Of designing
cal sector of job Measuresto
pakistan. satisfaction eliminate it
33 202 Evelyn The role of This study H1: job 189 The results of
3 hendriana, employer aims stress the pls-
Natasha branding to will increase Sem analysis
pricilia in work-life investigate emotional revealed
balance and a significant
Employee two models exhaustion. relationship
retention that H2: between work-
relationship examine the emotional life
among role exhaustion balance, job
generation of will stress,
Workers employer decrease Emotional
branding in employee exhaustion,
the retention and employee
relationship retention.
Between
work-life
balance and
employee
retention in
generation
34 202 C. Examining This H1: 489 Evidence
2 Christophe employee study influence showed
r lee, retention and explored employee that only
Donghwi motivation: moderating performanc transformation
seo the effectsof e al
moderating employee on leadership was
effect generations employee significantly
of employee on retention related
generation factors H2: to
related to retention
employee influence
of
retention employee
retention to generation x
and employees and
motivation their
motivation only work-
in life balance
 workplace significant
relationship
with
intrinsic
motivation.
35 202 Swati A study on To study the H1: 120 Companies are
3 Yadav, the strategies relationship winning by
Shikha employee adopted between finding
Kapoor, retention by it firms rewards creative ways
Sandeep strategies in retaining & to widen their
kumar With special resources recognition funnel
Gupta reference during and Of candidates.
to the double retention
its down in H2:
industry The the
organization impact
. of
To compensati
evaluate the on
effectivenes on
s retention
of
strategies
adopted
by its firms
in retaining
resources.
36 202 Elaine Governance This study H1: 360 business
2 joy and aims perceived profile
cidamon employee to identify effects as
apat retention: an the intensity of to service
Industry risk of governance
and sector has
governance risks a
outlook risks on business
during strong
experienced performanc significant
pandemic by e in terms difference
the of employee on the
business retention difficulty in the
owners H2: Formulation
of significant of vision
service differences
- based on
and mission,
businesses the suspended
during perceived implementatio
the governance n of goals
pandemic. risks and objectives.
of
businesses
in
the
service
industry
in laguna
Grouped by
business
profile
37 202 Sambhaji A study on To H1: impact 44 Providing
2 sawant impact understand of employee a challenging
of employee the retention to job,
retention basic the and
stratergies in concept of developmen offering
it employee t of
retention. it companies realistic
Companies
2. in promotion
during
To this opportunities.
covid-19
analyze the covid-19 Provide
pandemic
unique ways Pandemic as
situation. much
of employee
H2: job
retention
provision security
during
covid -19. of as possible.
flexible
working
hours
in covid-19
pandemic
38 202 Amrik The impact To study the H1: there 210 The pandemic
2 singh, of ergonomic impact is a response
Vipin singh practices on between positive plan was not
housekeepin ergonomic relationship found to
g practices on between have a
employee Hotel workplace significant
retention and housekeepin Conditions Positive
Efficiency in g and relationship
hotels during employee employee with employee
covid-19 efficiency in retention retention,
in india five-star H2: there while working
hotels is a conditions
during positive
covid-19. relationship
between
risk
Assessment
and control
and
employee
retention
39 202 Deepanshi Employee To H1: 85 Based
1 sharma, retention: an study competitive on secondary
Sulochna imperative employee base data from
syal way to boost retention in salary with different
employee organization compensati articles,
and s. on benefits research
organization to H2: papers
al understand influence on and
Productivity how employee literature
employee work to
retention life analyze
strategies balance the impact of
help to employee Employee
employee retention retention
strategies in a
way to boost
 and employee and
organization organizational
. productivity.
To
identify
factors
causing
employee
turnover.
40 202 Justine The Business H1: 145 Research is
2 tanuwijaya, transformati aims toxic suggested to
Jakaria onal to determine leadership investigate the
And the negatively effect of other
toxic best affects
the job variables,
leadership strategy such as
satisfaction
effect to H2: job stress,
on employee run job work
Retention and develop satisfaction environment,
optimally positively and
for affects organizational
sustainable the commitment,
growth employee on
retention employee
retention
41 202 Mamta Impact To H1: 50 For the
2 gaur of talent understand recruitment internal
management concept & selection consistency
strategies for of talent positively of the
Employee managemen influence variables,
retention t. employee reliability
in Indian To performanc analysis
its sector understand e was performed.
the for
impact of retaining
recruitment the talent
and
selection, H2:
coaching coaching &
and mentoring
mentoring positively
and influence
compensati employee
on performanc
on e
employees for
Performanc retaining
e the talent
42 202 Srinivasan Impact To study the H1: there 134 The
2 m of talent impact is no findings of
s management of talent significant the study,
srinivasan, on employee managemen impact talent
Subramani retention in t of talent management
an Manufacturi on managemen practices have
santhanam employee a
 ng sector retention in t on Beneficial
manufacturi employee impact
ng sector retention on employee
H2: there engagement
and retention.
is no
significant
influence of
demographi
c
variables on
employee
retention
43 202 Aftab Effects To H1: 130 The
2 ahmed, of leadership investigate organization findings here
Muhamma style the al contribute to
d zulfiqar, and relationship identificatio understanding
Muhamma corporate between the
d social employee n has psychological
shahzad responsibilit Retention, a significant processes
aslam y leadership impact in forming
on style, on employee
employee and employees' Retention
Retention corporate job in the
social satisfaction. organization
responsibilit H2:
y in employees
five- star jobs
and satisfaction
four-star
has
hotels
a
In
significant
Lahore,
impact
Pakistan
on
employee
retention.
44 202 Rina Implementin Examined H1: 255 The main
1 anindita, g organization organization Finding is the
Martadinat japanese pma al al organizational
a organization culture, culture culture
martadinat al culture in employee has
of Japanese
job companies
a Indonesia a
Satisfaction, in Indonesia
impacts and positive strongly
employee employee effect influences job
job performanc on satisfaction,
satisfaction, e employee employee
Employee of satisfaction. Performance,
H2: and employee
performance Japanese
organization retention.
and puma
al
employee companies
culture
retention of in
has
Japanese and Indonesia on a
Indonesian employee
positive
employees retention
effect
on
employee
performanc
 3 madhavku mediating the impact work has a was aligned
mar, effect of hybrid significant with the
R. Santiago of happiness work model positive previous study
antony at workplace on impact by deery and
selvi on on
happiness workplace Jago (2015),
the
at happiness and Roy and
relationship workplace. Rituparna
between H2:
To examine workplace (2018).
hybrid work the It
model happiness
impact of has companies
and happiness at should
employee a
workplace significant pay more
Retention in on importance to
it industry positive
employee impact hybrid
retention. on work
employee model design
retention.
46 202 Mohamma Quality To of H1: Quality 318 To test
2 d khudari, work determine has the relationship
Abbas life, job the a between
mohamme enrichmentdimensions significant recruitment
d hussein, and of qwl impact and employee
Juraifa jais and job
their impact on retention.
Enrichment employee Studies
on employee that Retention. Have
Retention promotes H2: found that
employee job recruitment
retention. enrichment is important
to has in
determine a determining
the effect significant employee
of qwl impact retention
dimensions on
on employee
employe retention.
e
retention.
47 202 Dr. Moses Strategic To establish H1: there 93 Recruitment
2 siruri, human the effect of are no and
Dr. resource strategic differences staff retention
Leonard practices and human in among
ngero employee resource recruitment employeesin
retention in a practices on practices equity
kiragu
private retention and bank, kenya.
Commercial among staff employee
bank In a private retention
in Nairobi commercial among
County, bank employees
Kenya in
the
private
commercial
Bank
in Nairobi
 County
H2: there
are no
significant
relationship
s
between
career
managemen
t
and
retention
among
employees
in
the
private
Commercial
bank
in Nairobi
County
48 202 Abdul Impact Work-life H1: 119 Result of
1 Rahim of work-life balance and home this research
zumrah, balance employee mortgage shows that
Mohd on employee retention will home mortgage
Azmir retention: relationship moderate moderates the
mohd Have work-life relationship
nizah, home been carried balance Between work-
Nurhamida mortgage as out employee life
h jalil Moderator in retention balance and
various Relationshi employee
contexts p retention.

49 202 Ashraf The Analysis H1: training 215 The results of

2 elsafty, impact of aimed at and the
Mahmoud training on Testing developmen statistical
oraby employee whether t positively analysis of
retention: effective impact the
empirical communicat employee questionnaire
research ions retention data
on the moderate directly. are
Private the H2: presented
sector relationship job
in Egypt between job satisfaction
performanc positively
e impacts
and employee
employee retention
retention directly.
50 202 Wenefredo Impact To examine H1: 200 This study will
3 cagape of succession the succession add in field
planning mediating planning of knowledge
on employee role has positive In regard of
retention: of and concept of
mediating career Significant succession
developmen
 role of t impact planning,
Career between on Career
development succession employee development
Planning retention. and employee
and retention in
Private
employee universities of
retention in Sindh,
private Pakistan.
universities
of
sindh,
pakistan.
3. Background of The Study: -
The retention of employees has been shown to be significant to the development and
the accomplishment of the organization’s goals and objectives.

4. Problem Statement: -

5. Objective of the Study: -

 To study about the employee retention of Ravago Manufacturing India.
 To ascertain the problems of the employee in the organization.
 Identifying why employees voluntarily leave, what might have prevented them from
leaving
 To identify how retention strategy reduces employee turnover

3.6 Research Hypothesis: -

3.7 Research Methodology: -

Research is the process of systematic and in-depth study or search for any particular topic,
subject or area of investigation, backed by collection, compilation, presentation
and interpretation of relevant details or data.
Research methodology is the specific procedures or techniques used to identify, select,
process, and analyse information about a topic.
Research may develop hypothesis and test it.
Research problems would result in certain conclusions by means of logical analysis which the
decision-maker may use for his action or solution.
8. Research Design: -
Research design is a blueprint of a scientific study. It includes research methodologies,
tools, and techniques to conduct the research. It helps to identify and address the problem
that may rise during the process of research and analysis.
The research design helps a researcher to pursue their journey into the unknown but with a
systematic approach by their side.

9. Sources of Data: -
10. Data Collection Method: -
The techniques and processes used to collect data for research purposes are known as data
collecting methods.
Data enables associations to assess the efficacity of a certain plan. When strategies are used
to address a difficulty, gathering data will enable you to assess how well your result
is performing and whether your strategy needs to be acclimated or changed over time.
There are two types of methods for data collection:
1) Primary Data:
Primary data refers to the first-hand data gathered by the researcher himself. Primary data is
one which an investigator collects for the first time for a particular purpose.
2) Secondary Data:
Secondary data means data that are already available i.e., they refer to data which has already
been collected and analysed by someone else.
To put it in other words, the secondary data are those that are already collected.
The research approach:

Survey Method

The research instrument:

Questionnaire

The respondents:

The employees of the organization.

3.11
Population
Sampling:

It is the process of selecting representative subset of a total population for obtaining data for
the study of the whole population the subset is known as sample.

Convenience sampling:

In this method the sample units are chosen primarily on the basis of the convenience
to the researcher.

Statistical tools used:

A. Simple percentage analysis

B. Likert Scale Analysis

C. Simple percentage analysis:

Simple percentage can also be used to compare the relationship distribution of two or more
items. For calculations the simple percentage the following formula used:

Percentage of the respondents = Number of respondents/Total respondents*100

B. Likert Scale Analysis

A Likert scale is a psychometric scale commonly involved in research that employs

questionnaires.
It is the most widely used approach to scaling responses in survey research, such that
the term is often used interchangeably with rating scale, or more accurately the Likert-type
scale, even though the two are not synonymous.

The format of a typical five-level Likert item is:

1. Strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree

Questionnaire:
The questionnaire is prepared in such a way that is correct the comprehensive objectives of
the study. Open end, multiple choice of questionnaire adopted in this research.

Period of study:
The time period of the study is days.

3.12 Sampling Method

3.13 Sampling Frame