Project Report

Entitle RETENTION OF STAFF OF BASF India Limited

IN THE PARTIAL FULFILLMENT OF REQUIREMENT FOR THE AWARD OF DEGREE OF MASTER OF BUSINESS ADMINISTRATION AFFILIATED TO PUNJAB TECHNICAL UNIVERSITY, JALANDHAR

Gujranwala Guru Nanak Institute of Vocational Studies SUBMITTED TO Mrs. Manveen Kaur SUBMITTED BY Vinay Dua Roll No.-11204580212

TABLE OF CONTENTS

S No 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Chapter 1 : Chapter 2 : Chapter 3 : Chapter 4: Chapter 5: Chapter 6: Chapter 7: Chapter 8: Chapter 9: Chapter 10:

Contents Introduction about the BASF India Ltd. Introduction of Employee Retention Retention of Staff in BASF India Ltd. Objectives of Employee Retention Research Methodology Data Analysis and Interpretations Findings Limitations Suggestions Conclusion Bibliography Annexture Quationnaire

CERTIFICATE

This is to certify that Vinay Dua an MBA student of G.G.N.I.V.S (Gujranwala Guru Nanak Institute of Vocational Studies), Civil Lines, Ludhiana has successfully undertaken his Summer Training from 01 June 2013 to 15 July 2013 and has successfully completed his Summer Training Project entitled "RETENTION OF STAFF"in Ludhiana under the guidance of Dr. Vijay Thakur (Training Manager) at BASF India Ltd. in Ludhiana. This report is compilation and analysis of information by the student on the subject and useful inferences have been drawn with regard to the objective of the study. It is further certified that this project has not been submitted to any other university for any other purpose.

Project Guide Manveen Kaur

Co-Ordinator Manjit Singh Chhabra

PREFACE

In an institute, a student learns about theoretical concepts. But in the present day scenario, environment surrounding the business is complex and dynamic and the industries are so much diversified and specialized that it requires managers to be wholesomely nourished with knowledge and skills in their respective fields of specialization. Exposure is the key in building good future managers. For this reason, P.T.U, (Jalandhar) designed a scheme under which the students of M.B.A. have to go for the Summer Training during Forth Semester. I have written a Report about knowledge and experience. I have gained in the course of training. This Report has been written in simple language specifying the Organizational setup and Management Procedures of HR practices in Ludhiana at BASF India Ltd. Branch. Any omissions or errors are deeply regretted.

ACKNOWLEDGEMENT

Foremost of all, I express my serious indebtedness to Almighty, for bestowing with me all favorable circumstances and keeping me in high spirits. I express my heartiest thanks, deep sense of gratitude and indebtedness to Mr. Manjit Singh Chhabra (Co-ordinator) for his judicious guidance, constant and vital encouragement, unstilted interest and determined efforts inspite of his demanding schedule. He also inspired me to work seriously and gain practical knowledge through this project. I would also like to thank Dr. Vijay Thakur, Mr. Abhay Maske and Dr. Ambesh Dubey (HR, TECHNICAL & PERSONNEL) M/s BASF India Ltd. Ludhiana Branch for his willing and constant encouragement in exploration of my present investigation and preparation of the project. I express my heartiest gratitude to them for spending their valuable time. In the end, I can say only this that all are not be mentioned but none is forgotten.

VINAY DUA

Student Declaration

I hereby declare that the project tittle Retension of Staff submitted to Punjab Technical University Jalandhar, for a partial fulfillment of Master Of Business Administration is bonafide piece of project carried out by me under the guidance of Mrs. Manveen Kaur and submitted in Gujranwala Guru Nanak Institute of Vocational Studies in one of my original work and not submitted for above the award of my order degree, diploma, or other similar tittle.

VINAY DUA ROLL NO:- 11204580212 G.G.N.I.V.S, LUDHIANA

CHAPTER 1 INTRODUCTION

BASF India Limited

History of BASF in India

A solid foundation for growth

The early days 1890: BASFs first sales figures for India reported BASFs first interaction with India is in textile colours, beginning in 1890.

May 13, 1943: R. A. Cole Private Limited is incorporated, which will later become BASF India Limited.

1961: BASF acquires a 50% holding in R. A. Cole Private Limited and the Company is known as R. A. Cole Limited. At this time, BASF in India is involved in the production of Expandable Polystyrene under the Thermo Cole trade name at the Thane site, BASFs first production site in Asia. A. Cole Limited. At this time, BASF in India is involved in the production of Expandable Polystyrene under the Thermo Cole trade name at the Tha ne site, BASFs first production site in Asia.

January 9, 1963: R. A. Cole Limited is renamed Indoplast Limited, marking a shift in focus towards plastics manufacturing.

September 23, 1967: Indoplast Limited is renamed BASF India Limited, its present name.

April 1968: BASF India Limited is listed on the Bombay Stock Exchange Limited (BSE).

1995: With the purchase of additional shares in 1994, BASF AG acquires majority holding (50.00104%) in BASF India.

May 1995: BASF India Limited is listed on the National Stock Exchange of India Limited (NSE).

May 1996: BASF Industries Limited, a BASF Group Company, is formed.

1996: BASF starts operations at its new production site in Mangalore, manufacturing dyes and dispersions.

1998: The automotive coatings business is acquired from Dr. Beck & Co. and printing inks business is acquired from JBA Printing Inks Limited. The automotive coatings and printing inks businesses later become a part of BASF Industries Limited.

January 2000: BASF acquires the coil coatings business from Hydro Coatings worldwide and Hydro Coatings India Limited is renamed BASF Coatings Private Limited.

November 2000: BASF and the New York-based Chatterjee Group form a strategic alliance to produce and market Polystyrene in India. BASF takes a majority share in the partnership and takes operational and administrative direction of Pushpa Polymers Private Limited. This acquisition makes BASF the first globally active polystyrene manufacturer with its own production in

India. Pushpa Polymers Private Limited changes its name to BASF Styrenics Private Limited.

July 2001: Cyanamid Agro Limited is merged with BASF India Limited pursuant to BASFs global acquisition of Cyanamid AG.

May 2003: The automotive coatings business is transferred from BASF Industries Limited to BASF Coatings Private Limited.

Feb 2005: The Printing Inks business of BASF Industries Limited is sold to Aster Group.

April 6, 2005: BASF Polyurethanes India Limited is formed as a 100% subsidiary of BASF India Limited.

BASF then BASFs first sales figures for India There reported in 1890. In 1943, Mr. Kalyan Kumar Nag and Mr. R. A. Cole, pioneered the use of Expanded Polystyrene in India, now known as Thermo Cole (a combination of Thermo for heat and Cole, the Surname of one co-founder). R. A. Cole Private Limited later became BASF India Limited.

July 2006: BASF AG acquires the global construction chemicals business of Degussa AG. This leads to the inception of BASF Construction Chemicals (India) Private Limited, which was earlier known as Master Builder Technology Private Limited.

September 2006: BASF AG acquires US-based Engelhard Corporation. This leads to the inception of BASF Catalysts India Private Limited, which was earlier known as Engelhard Environmental Systems (India) Private Limited.

January 1, 2008: BASF AG converts to a European company and is now known as BASF SE.

September 2008: BASF SE acquires Ciba Holding AG and begins integration of local Ciba entities around the world.

February 2010: The merger of Ciba India Limited, Diamond Dye-Chem Limited and Ciba Research (India) Private Limited with BASF India Limited is completed.

September 2010: The Board of Directors of BASF India Limited approve the merger of three BASF legal entities in India BASF Coatings (India) Private Limited, BASF Construction Chemicals (India) Private Limited and BASF Polyurethanes India Limited with BASF India Limited.

November 2010: BASF SE acquires Cognis Holding GmbH worldwide.

December 2010: BASF decides on a global carve-out of its styrene business. BASF SE and INEOS Industries Holdings Limited plan to enter a new joint venture.

2011 - Year of internal consolidation

January 2011: Completion of legal entity merger Three BASF legal entities in India BASF Coatings (India) Private Limited, BASF Construction Chemicals (India) Private Limited and BASF Polyurethanes India Limited are merged with BASF India Limited. The merger will help BASF grow in rapidly developing market segments such as automotive and construction. It will also streamline our operations and enable a single BASF point of contact for customers, resulting in more efficient service and better brand positioning. This will play an instrumental role in further development and growth of BASFs business activities in India.

July 2011: Completion of Cognis acquisition

Further to the global acquisition, BASF India Limited acquires the business of Cognis Specialty Chemicals Pvt. Ltd. in India, including all assets and liabilities with effect from July 1, 2011. The integration of Cognis into BASF India Limited will further strengthen BASFs position in personal care ingredients and value-added products for home care. It will also expand BASFs existing portfolio in the Nutrition and Health as Thell as Detergents and Formulations businesses.

October 2011: Creation of Styrenics joint venture

On October 1, 2011, Styrolution officially starts operating as an independent company, following the approval of relevant authorities. The new company is a 50:50 joint venture betTheen BASF and INEOS, comprising the key styrenics activities of the two partners. BASF signed a joint venture agreement with INEOS Industries Holding Limited on May 27, 2011.

BASF now BASF has successfully partnered Indias progress for over century. Today, our portfolio ranges from chemicals, plastics, performance products to crop protection products. The create chemistry for a sustainable future by achieving our business, ecological and social goals.

Strong local presence

BASF in India Mangalore site BASFs largest site in South Asia The Mangalore site has been in operation since 1996 and is among the 179 BASF global production sites certified in accordance with ISO 14001. It is involved in the production of performance chemicals (leather and textile chemicals), dispersions, paper chemicals, automotive & coil coatings and construction chemicals and targets Indias southern markets. It is BASFs largest manufacturing set-up in India and in South Asia. Strategically placed close to our customer clusters, it is located in close proximity to various infrastructure facilities including a highway, railways, a port, an airport and a refinery. The Mangalore site has a green belt on 33% of its land. It also has a state-of-the-art wastewater treatment facility built with a separate discharge line of 8.5 kilometres leading to the Arabian Sea. In 2011, a technical support lab for

coatings commenced operations, to cater to automotive customers globally. The Mangalore site was also honoured with two state-level safety awards from the Government of Karnataka the Safe Industry Award in the medium scale category and the Safe Boiler

The coatings technical lab at the Mangalore site will cater to the needs of automotive customers globally.

Mr. P P Shetty, Site Director, Mangalore Works receives the Safe Industry Award from the Government of Karnataka.

Ankleshwar site Paper chemicals BASFs site at Ankleshwar is engaged in the production of paper chemicals. It is located strategically in Gujarat Industrial Development Corporation with close proximity to the highway, railway and airport. There are two manufacturing units at the site. One manufactures optical brighteners and the other is a colour former plant. The colour former plant is an export-oriented unit and approximately 75% of its production of optical brightening agents is exported from here. For the domestic market in India, this site helps serve customers in the Thestern and northern markets. In 2011, the plant undertook capacity expansion and as a result achieved record production of Pergafast, a color developer used in thermal paper manufacturing.

The production facility at Ankleshwar manufactures optical brightening agents catering to the paper and detergent industries.

Safety Award for Mangalore site

The Mangalore site received a State-level safety award in 2011, recognizing BASFs consistent care and commitment towards the safety and security of its employees and the local communities surrounding the operations.

Dahej site A promising future for BASF India

Dahej, located in Gujarat, is a fast growing hub for the Indian chemical industry. A supportive local government and excellent infrastructural facilities make it an ideal location for future growth BASF has been present in Dahej with a site, which has been operational since 2000. Before the global carve-out of BASFs styrene business in 2011, BASF India Limited acquired land from Styrolution for expansion purpose. The Dahej site is of strategic importance and will enable us to serve our customers in Northern and Thestern India even better.

The Dahej site manufactures polystyrene products for use in various end-use industries. Thane site First BASF site in India

BASF India Limited started operations at the Thane site in Navi Mumbai in 1967. It is the first production site of BASF in India and currently focuses on the production of engineering plastics, polyurethanes, performance chemicals (textile and leather auxiliaries), care chemicals, construction chemicals, dispersions and pigments and Styropor. The site houses five plants and technical application centers for textiles, leather, pharma ingredients, engineering plastics and polyurethanes.

The Styropor plant at the Thane site achieved a yield improvement in 2011 as a result of facility expansion.

Computer-aided engineering lab, Thane

The computer-aided engineering lab at Thane, has been operating for four years. It has been instrumental in providing innovative solutions to customers in automotive manufacturing, consumer durables, engineering and electrical appliances to create virtual simulations of plastic air intake manifolds, cylinder head covers, oil sumps and many other interior and exterior parts. Chennai plant BASF Catalysts India Private Limited

The Chennai plant caters to the production requirements of BASF Catalysts India Private Limited. It produces catalysts for several domestic and international automotive players. With over 25% growth in light duty vehicle segments in 2011, the site produces catalysts for Honda Motorcycles for export to Thailand, Indonesia and Vietnam. The site completed product qualification, mass production trials and scale up to mass production successfully to meet the tough technical standards of Honda.

In 2011, BASF Catalysts received the Development Award 2011 by Honda for developing, evaluating and putting into Production a new technology, TEX0483, which will be used for exhaust applications in motorcycles. This technological solution will be provided by BASF Catalysts from the Chennai plant.

The Chennai plant manufactures automotive catalysts to meet domestic and export requirements.

Research and development

Globally, The see our research and development (R&D) initiatives making a significant contribution to our growth with innovative chemistry and sustainable solutions. In 2020, The expect global sales of approximately 30 billion from innovations launched within the last ten years. In Asia, India is one of BASFs key growth markets and an important hub for R&D. BASF currently maintains two regional R&D centers in Asia Pacific, one of which is located in Mumbai, India. In India, The started our research activities in 2005 as a part of BASFs global technology platform. These research activities There extended in 2007 with the inauguration of a new laboratory to increase the synthetic capabilities as The all as the process development capabilities. With India as a major growth pole for BASF in Asia Pacific, The aim to further accelerates our R&D efforts through investment in local talent. Research and Development enables us to identify, innovate and meet the current and future needs of our customers, and thus stay ahead in the Indian market. The have access to the global knowledge pool and also conduct R&D at local levels, which enables us to bring global solutions and make them locally relevant.

BASFs state-of-the-art research centre in Mumbai.

BASF is headquartered at Ludwigshafen in Germany. BASFs Verbund site at Ludwigshafen (seen above) is the largest integrated chemical production site in the world.

BASF Group

At a glance The are the worlds leading chemical company: The Chemical Company. Around 111,000 employees work in the BASF Group, helping our customers from nearly all sectors and almost every country in the world to be more successful. Our broad portfolio is arranged into six segments: Chemicals, Plastics, Performance Products, Functional Solutions, Agricultural Solutions and Oil & Gas.

Markets and sites

BASF has subsidiaries in more than eighty countries and supplies products to a large number of business partners in nearly every part of the world. In 2011, The achieved 53% of our sales with customers in Europe, of which 30 percentage points There in the Oil & Gas segment. In addition, 19% of sales There generated in North America; 20% in Asia Pacific; and 8% in South America, Africa, Middle East. The operate six Verbund sites as Thell as approximately 370 additional production sites worldwide. Our Verbund site in Ludwigshafen is the largest integrated chemical complex in the world. This was where the Verbund concept was developed and continuously optimized before it was applied to other sites around the world. The Production Verbund, for example, intelligently links production units and energy demands so that heat from production processes can be used as energy in other plants, saving both primary resources and costs. Another important part of the Verbund concept is the Know-How Verbund. Expert knowledge is pooled in our technology platforms.

Organization of the BASF Group BASFs six business segments contain 15 divisions which bear the operational responsibility and manage our 70 global and regional business units. The divisions develop strategies for our 76 strategic business units and are organized according to sectors or products. The regional divisions contribute to the local development of our business and help to exploit market potential. They are also responsible for optimizing the infrastructure for our business. For financial reporting purposes, our divisions are grouped into the following four regions: Europe; North America; Asia Pacific; and South America, Africa, Middle East. Three central divisions, five corporate departments and ten competence centers

provide

Group-wide

services

such

as

finance,

investor

relations,

communications, human resources, research, engineering and site management.

BASF Group

Strategy and values BASF aims to strengthen its position as the worlds leading chemical company. The describe how The intend to achieve this in our The create chemistry strategy, which The presented in November 2011.This strategy builds on our success in recent years and defines ambitious goals for the future.

Our purpose

The create chemistry for a sustainable future The combine economic success, social responsibility and environmental protection. Through science and innovation, The enable our customers in almost all industries to meet the current and future needs of society. Our position as the leading chemical company opens up unique opportunities for us to contribute to a sustainable future. The act in accordance with four strategic principles.

Our strategic principles

The add value as one company

Our Verbund system is unique in the industry. The planto strengthen this sophisticated and profitable system even further. It extends from the Production Verbund and Technology Verbund to the Know-How Verbund, and provides access to all relevant customer industries worldwide. In this way, The combine our strengths and add value as one company.

The innovate to make our customers more successful The want to focus our business even more strongly on our customers needs and contribute to their success with innovative and sustainable solutions. In doing so, the focus of innovation is shifting from individual chemicals to customized products, functionalized materials and system solutions. Through close partnerships with customers and research institutes, The link expertise in chemistry, biology, physics, and materials sciences.

The drive sustainable solutions

In the future, sustainability will increasingly become a starting point for new business opportunities. The therefore value sustainability and innovation as important drivers for profitable growth.

The form the best team

Committed and qualified employees around the world are the key to making our contribution to a sustainable future. That is why The will continue to pursue our

goal of building the best team. The offer excellent working conditions and an open leadership culture that fosters mutual trust and respect and encourages high motivation.

Our values In developing the The create chemistry strategy, The have also defined our values more precisely. It is important that each and every member of the BASF team understands our corporate values and acts accordingly. This is because our values are an integral part of bringing our purpose as a company to life: The create chemistry for a sustainable future. They guide how The interact with society, with our partners and with each other.

Creative

In order to find innovative and sustainable solutions, The have the courage to pursue bold ideas. The bring together our Know-how in many different fields and build partnerships to develop creative, value-adding solutions. The also constantly work to improve our products, services and solutions.

Open The value diversity in people, opinions and experience. That is why The foster dialog based on honesty, respect and mutual trust. The continually explore our talents and capabilities.

Responsible The act responsibly as an integral part of society, strictly adhering to our compliance standards. And The never compromise on safety.

Entrepreneurial The all contribute to BASFs success, as individuals and as a team. BASF turns market needs into customer solutions. The succeed in this because The take ownership and embrace accountability for our work.

CHAPTER 2 INTRODUCTION EMPLOYEE RETENTION

INTRODUCTION OF EMPLOYEE RETENTION Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Corporate is facing a lot of problems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organizations which are looking for such employees. If a person is not satisfied by the job hes doing, he may switch over to some other more suitable job. In todays environment it becomes very important for organizations to retain their employees. The top organizations are on the top because they value their employees and they know how to keep them glued to the organization. Employees stay and leave organizations for some reasons.

The picture states the latest statement that corporate believes in Love them or Lose them

The reason may be personal or professional. These reasons should be understood by the employer and should be taken care of.

Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Every organization invests time and money to groom a new Joinee, make him a corporate ready material and bring him at par with the existing employees. The organization is completely at loss when the employees leave their job once they are fully trained. Employee retention takes into account the various measures taken so that an individual stays in an organization for the maximum period of time.Employee retention is beneficial for the organization as well as employee.

Employees Retention involves five Major things:-

COMPENSATION

ENVIRONMENT

GROWTH

RELATIONSHIP

What makes employee Leave? Employees do not leave an organization without one particular reason. There are certain circumstances that lead to their leaving the organization. The most common reasons can be: Job is not what the employee expected to be: Sometimes the job responsibilities dont come out to be same as expected by the candidates. Unexpected job responsibilities lead to job dissatisfaction. Job and person mismatch: A candidate may be fit to do a certain type of job which matches his personality. If he is given a job which mismatches his personality, then he wont be able to perform it well and will try to find out reasons to leave the job. No growth opportunities: No or less learning and growth opportunities in the current job will make candidates job and career stagnant. Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels de-motivated and loses interest in job. Lack of trust and support in co-workers, seniors and management: Trust is the most important factor that is required for an individual to stay in the job. Non-supportive co-workers, seniors and management can make office environment unfriendly and difficult to work in. Stress from overwork and work life imbalance: Job stress can lead to work life imbalance which ultimately many times lead to employee leaving the organization. Compensation: Better compensation packages being offered by other company may attract employees towards themselves.

New job offer: An attractive job offer which an employee thinks is good for him with respect to job responsibility, compensation, growth and learning etc. can lead an employee to leave the organization. All these factors including some contingent ones lead to the attrition by the employees. Actually some people may think that money is the only cause, but it is not always true. Psychological and social maladjustment is equally responsible for the employees to leave the organization which is a response to his physical environment. Despite years of research that point to far different solutions, many companies use the wrong tactics when trying to improve employee morale, satisfaction and retention. These myths prevail, in part, because businesses have used these methods, however wrong, for a very long time and have become used to trying the same ideas. A few of such myths are: People most often leave a company for more pay. -term profits and improve productivity and morale.

mproving employee satisfaction is expensive.

Though, all these myths being very popular dont hold true completely. Exit interviews, conducted to learn why people leave an organization; contain some of Americas greatest fiction. People frequently say theyre leaving for more money because its the easiest reason to give. Typical issues that cause

dissatisfaction are company policies and procedures, quality of supervision, working conditions, relationship with the immediate supervisor and salary. Incentive programs are said to be essential for retention, but can anybody explain who doesnt like free stuff? Incentives have been over-used particularly in the past decade, as management books touted the importance of improving recognition of excellent work. Yet, studies show that carrot-and-stick motivation actually does not pay off in long-term company profitability or employee satisfaction or retention. To the contrary, incentives can harm quality when employees aim for speed or other goals rather than quality. One more general notion is there that people dont want more responsibility. Actually they dont want more work if theyre already overloaded due to lean staffing; but people indeed want the opportunity to grow and develop their skills, advance their careers and have the opportunity for greater variety. Keep in mind what the research confirms: People do want to try new things, to feel skilful and to experience the personal satisfaction of higher levels of achievement. One more myth prevails in the minds of the employers that loyalty is dead in the employees. But this again doesnt hold true. Though it is ailing in many organizations, people are seeking greater work-life balance than in the past, and employers have made great strides in providing more flexible hours and dress codes. Still, people seek to make a contribution, and organizations that provide healthy doses of the main satisfiers enjoy significantly lower turnover and higher morale. Profits are higher, too, according to recent research studies. Considering all these factors, the following barriers to employee retention come into focus: Lack of support from management.

employee retention. If the practice of employee retention has to bring into reality, these barriers have to be overcome.

Employee Retention: A Discussion Model

Value of Employee Retention Model

An Employee Retention Model is a philosophical and newly touted theory. It states that to keep employees, we must understand what they like and do not like. What they do not like we need to address, focusing on the masses needs. We work to meet the overall big picture first. Once we have the process in place, we have more chances to help employees meet their individual needs. We can never satisfy all employees, but if we have a workplace that is driven to help all team members feel good about what they do, employees will more likely want to stay in this culture. For example: the SASS Institute in Raleigh, North Carolinathe staff loves to work for this employer. They believe in taking great care of their employees. The result is employee retention is high and profits continue to soar. Why? Because it takes time to build strong teams. This company understands this, so they want to create an environment where people want to stay. Employee turnover will continually slow the formatting of teams and eventually maximum performance.

All teams of people go through four stages of the group adaptation process before the team will work to its potential:

1. Forming group is starting to deal with each other and minimal work gets done. 2. Storming group is starting to address internal conflicts and is are sorting out and negotiating to just get along. Work is still minimal.

3. Norming group members are accepting their roles and are clear of their expectations. They know what they can and need to do. Safety is high so the corporation is functioning highly. Each member of the team is much more willing to help each other. 4. Performing group members are all working independently, doing their jobs to maximum potential. The team is performing at an outstanding level. The team has learned how to increase productivity, make decisions, share resources, and create independent satisfaction. If there is a great turnover in staff, many teams are always in the first two phases of the Tuchman model. The goal is to get as many teams in the workplace as possible to the FOURTH PHASE of PERFORMING.

Some of the obvious values of having an Employee Retention Model:

1. Increased ability to find out how to increase employee satisfaction. 2. Increased employee satisfaction will increase employee retention. 3. Reduced costs of recruiting. 4. Increased customer service and profits.

5. Keeps the talent pool deeper. The very talented are less likely to be motivated to leave just for money when the workplace meets their needs and they see a positive culture. 6. Increased loyalty in employees when they know the employer is interested in their perceptions and values. 7. Increased company effectiveness. When implementing employee retention programs, companies discover their employees have many valuable suggestions to increase efficiency. 8. Provides a venue to offer staff valuable training to help them balance work and home to reduce their stress levels. 9. Enhanced communications in the workplace. 10. Helps the leader of the organization see if employees have bought into their vision, and if not, what concerns and issues must be addressed. Knowledge is power and sometimes very helpful when employees are given knowledge of what is happening and why so they feel empowered. Knowledge helps prevent hallucinating the worst. 11. Increased clarity in the workplace. The business is a living process, and it is not good enough to adhere to a static set of goals; employees need to know the day-to-day changes in direction. It is important that employees have a process where they are obtaining clarity on a daily basis (high priorities, accountability, strategies to overcome barriers, conflicts with others need to resolved, leadership needs to adjusted to meet the needs of the day, daily evaluations of communication and ways to improve both inter- and intra-communication). This is the legacy employee retention models want to leave behind: the ability to obtain clarity. 12. Increased team building and self-leadership, so more employees can take responsibility for themselves and work more effectively as part of a team.

Breakdown of Employee Retention

The following section is a breakdown of things to consider in increasing employee retention. This provides an overview of where we see concerns that represent the origin of employee turnover. E Evaluate what is happening in the workplace on a continuous basis to ensure that the staff is satisfied with the leadership, vision, operations, and management styles. TIP The following methodologies are a few examples of how to stay in touch with the employees perceptions: focus groups, 360-degree feedback, surveys, staff meetings, mentoring programs, and in house coaching programs. As a great side benefit, it will keep the company abreast of who deserves rewards and recognition. For many employees, all they need to hear is thank you for a good day of work. Rewards do not always mean money or benefits; many times some kind of acknowledgment is enough. The ultimate goal is for the company leaders to have their pulse on what is REALLY happening out in the workplace; it is too often miles apart from what they THINK is happening. MManagement goals are well defined. The goals must include the effective balance of four independent and important domains: Operating Systems, Products, Services, and Staff (People). TIP Management must ensure that the people are supported with effective training and tools so that they can stay current in the ever-changing workforce. Employees today also need to have employers who are aware of the importance of home life. It is not possible to separate the employee from their home.

The young MBA crash and burners are also becoming more aware of the importance of life balance. P Plan to create a proactive environment in which all employees have had input into the roles, rules, expectations, and companys vision so that there is a sense of ownership. TIP Plan to FOCUS a great deal of energy on employee satisfaction. There needs to be high involvement of the staff. The ultimate goal is to build healthy communication channels to reduce the breakdown of communication, which is the antecedent to conflict. LLeadership of self is the new philosophical underpinning of management theories in the new organization. TIP As Deming taught, for people to produce quality they first must be taught what quality is. Management must role model leadership skills, and then each employee actually acts like their own boss, breeding a community of internally motivated employees who see themselves as valuable and important to the company. OOrientating Staff to new corporate directions is a continuous process. TIP In this Information Age, there is so much to learn and so much is changing that companies must continue to train and inform staff. Change is always occurring, so companies need a healthy change model to assist employees through the transitions that they are expected to make. Fear is real in corporate America. Employees need to be educated as much as possible as to what is happening in the workplace and what they can do to adjust to it.

Y Yearly performance reviews (at a bare minimum) that are of value and focus on how to help the employee improve and grow. TIP They need to be done with a sense of purpose and not just exercise. They need to have new goals and must always be followed up on. Evaluate to ensure that the system you are using is getting the expected return. EEducate upper management as to what is needed to help the employee be more effective in the workplace. TIP Management does not need to carry out all recommendations, though they would be wise to evaluate the impact of their choice over the next 12-18 months. Management must be aware of the differences between team and individual needs. Employees are going to have individual goals that are separate from the company or their assigned teams. It is important that the employer understand that todays professionals are struggling to balance home and work, and they need your support. EEnvironment and Atmosphere are so important for the employee to want to stay. TIP The environment will benefit from having elements of both structure and flexibility. The goal is to work towards each employee being able to perceive that they are a part of a team. To do this, they need to perceive that they have an affiliation, recognition, and ability to share ideas, all of which assist the employee to develop a sense of personal selfworth. We all want to have the sense we are listened to. The Bible teaches that food feeds the body and words feed the soul. RRelationships need to be healthy in the workplace. Broken or weak relationships are the number one reason employees move on. TIP Relationships are much more important to the average employee than money. People are looking for ways to balance their home and work so

that they can have healthy relationships at both. In the workplace, it is common practice to put people in teams to build relationships. Team can be defined as a group working for a common purpose. Positive chemistry in a team is based on each member doing their individual jobs, with everyone comfortable enough to be relaxed, calm, and having fun doing what they do with high trust and communications among the group. This takes time and effort to achieve. Chemistry is important so that the group can believe in the outcome, and members feel comfortable to go to the boss and continue to ask questions until they are clear of the expected outcome. They support each other through the gray and frustrating times. This is why team building is so important. We cannot assume all employees have the skills to work co-operatively and independently, which is what employers are asking for. E Evidence of what is not working needs to be addressed. This information is good only when it is acted upon. TIP When management hears a certain theme over and over, and they do not act on thisevidence, things will not get any better. As Einstein said, the significant problems of the world cannot be solved with the same thinking that created them. Companies need their employees to believe that they will hear and listen to feedback from employees and consultants. Ego alone will not build a kingdom. T Trust is paramount. This is when the employee believes what they are doing is in line with the company's vision set out by the leader. They trust that their actions will make a difference in the long term. They know that their tasks, personal expectations, level of performance and deadlines are important to help the customer at any level. The work they do is meaningful and of value, and they understand why it is. When trust in

the workplace is depleted, it will take time to get it back. TIP Employees must trust their leaders in order to be peak performers. Leaders must answer the why should I trust you? question. They cannot hide from it. E Escape bureaucracy. The layers of bureaucracy are often not needed, and they are usually of little importance or value. TIP Ensure that all systems have a purpose and there is not a tremendous amount of duplication and overlap. Toxic environments will develop and lead to lack of healthy karma in the company. When this smog is in the workplace because of confusion and stress over operational bureaucracy, many employees will look for new employment. N Needs of the individual employee must be addressed. The company will benefit when all employees feel that they have an impact in decision making. Tip Do not use Napoleons management method. Avoid using the Napoleonic way, as he did in Waterloo, where he lost the war because of poor decision making. He did not get input from others; he did not see the entire picture, and this lost him the war. Employees need to know that they are making decisions that are of importance. This is one of the main tenets of William Edwards Deming, who taught that we need to teach employees how to make decisions so that they can produce quality on their own. T Talent. Companies must acknowledge the value of their employees. Many employees want to be perceived of value. The company must look at ways to get input from staff so that they feel they have been heard. TIP Companies need to be creative and look at ways to keep their employees motivated and happy; this does not mean only money or perks.

There are lots of ways to acknowledge employees. Employees will feel of value as the company invests in their development as well; they believe the company is recognizing existing talent by investing in them further. I Individuals need to know exactly what is expected of them. They must be aware of their daily tasks. It cannot just be assumed; tasks need to be shown and defined. TIP Regardless of your level in the company, to do the job you need to know what needs to be done daily. There is always an expectation that needs to be obtained. All employees need to be clear on their roles and responsibilities. They know that there is work that needs to be shared, such as paperwork, phone calls, evaluating people, and filling out reports. On the other end of the continuum, the glory assignments must also be shared. This breeds a sense that the team is in it together and all facets of the work will be shared at an individual level. Personality differences are always evident. Employers who are aware of this will have more insight on how to group employees into teams that blend personality types for maximum success. O Organizations need to be well organized. The company must create business systems to address how to lead their people, the companys most valuable resource. TIP High technology still needs people to run it. Companies must have systems in place that allow individual teams to build goals and objectives that are congruent with the big picture of the organization and the leadership vision. The leader must have a clear vision as to the direction of the organization. If the leader is not clear in where the company is going, the company has no chance of getting there. Leasers need to have a vision toward the sunset that the company is always striving for. As the great CEO Jack Welch says, Change before

you have to. Employees need to know who is in charge; the leader must be front and center in everyones mind. N Never use coercion, fear and/or pain as a motivator. Employees will perform better when they feel safe. It is OK to have expectations and consequences for poor performance. They are predictable, like a speeding ticket. TIP Having poor, outdated, unused policies and procedures in place influences the culture of the organization in a negative manner. When helpful policies are not in place, it leaves room for knee-jerking management. Have processes that are people driven that make sense to the employees. Have employee manuals that are up to date and that reflect current thought. All of these documents should bridge people, systems, structures, and processes.

Employee Retention Model

The model we use is structured, though flexible. The following section is an overview of what we do. The SUCCESS mnemonic sets up what needs to be done in coaching to help you find your niche and path in your workplace. S See the priorities and pick out the critical issues and goals that need to be addressed. U Understand the needs of the employee from their frame of reference. Learn and practice the Success Touch that is treating others not as you want to be treated, rather as they want to be treated. C Create the programs and services that are needed for staff to perceive they are of value and importance.

C Concentrate on what is working, and reflect and learn why it is. Once we do this we are able to continue to extrapolate the hows in regard to employee motivation. Be aware of how to help employees choose to be motivated. E Evaluate if both the employees and upper management are working for a common goal. S Study the learning from the above steps and learn what can be done to enhance the workplace. S Set the task to continue to look for feedback. Support the staff and transfer what is learned so that there is a reduction in the same mistakes being made, so that it does not work against staff morale or motivation.

Needs and Importance of Employee Retention:-

Let us understand why retaining a valuable employee is essential for an organization.

Hiring is not an easy process: The HR Professional shortlists few individuals from a large pool of talent, conducts preliminary interviews and eventually forwards it to the respective line managers who further grill them to judge whether they are fit for the organization or not. Recruiting the right candidate is a time consuming process.

An organization invests time and money in grooming an individual and make him ready to work and understand the corporate culture: A new Joinee is completely raw and the management really has to work hard to train him for his overall development. It is a

complete wastage of time and money when an individual leaves an organization all of a sudden. The HR has to start the recruitment process all over again for the same vacancy; a mere duplication of work. Finding a right employee for an organization is a tedious job and all efforts simply go waste when the employee leaves.

When an individual resigns from his present organization, it is more likely that he would join the competitors: In such cases, employees tend to take all the strategies, policies from the current organization to the new one. Individuals take all the important data, information and statistics to their new organization and in some cases even leak the secrets of the previous organization. To avoid such cases, it is essential that the new Joinee is made to sign a document which stops him from passing on any information even if he leaves the organization. Strict policy should be made which prevents the employees to join the competitors. This is an effective way to retain the employees.

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

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

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

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

The management must understand the difference between a valuable employee and an employee who doesnt contribute much to the organization. Sincere efforts must be made to encourage the employees so that they stay happy in the current organization and do not look for a change.

OBJECTIVES OF EMPLOYEE RETENTION:-

Employee Engagement
Increasing employee engagement is another common objective of employee retention. Without proper management, employee retention issues can have an extremely negative effect on organizational finances. Howard Adamsky, author of "Employee Retention: Notes from the Underground," says, "Poor retention creates a "revolving door" culture within the organization, lowering morale and confidence." Low morale, as well as low levels of confidence in the organization, can affect employee job satisfaction and productivity, which in turn affects the organization's bottom line.

Reducing Turnover Cost

Knowledge Retention
The retention of knowledge and skills is a common objective of employee retention and is essential to the long-term success of the organization. High turnover rates result in what is referred to in human resources as "brain drain." This occurs when an organization is unable to maintain employees who are knowledgeable about the organization. Without access to such knowledgeable employees, organizations lose knowledge that is typically passed on from employee to employee rather than imparted in formal training programs.

Diversity
Maintaining a diverse work force is another common objective of employee retention strategies. Diversity includes workers of varying sexes, ages and races as well as educational and workplace high retention levels, "typically have strong, sustainable corporate cultures that can act as key differentiators in the market

Effect of poor employee retention:-

Every organization invests its time and money in training a new joinee to bring him at par with the existing employees.

Employees who spend a considerable amount of time in any organization know it in and out and thus can perform better

Individuals who have the habit of changing jobs frequently never get attached to any particular organization.

When individuals leave any organization, they are more likely to join the competitors.

An organization cant perform well if the employees speak negative about it . Employees working with an organization for a long time never badmouth it and are somewhat emotionally attached to it.

CHAPTER 3 INTRODUCTION

Employee Retension In BASF INDIA LIMITED

Employee Retention in BASF India Ltd.

BASF India Limited does a lot of things for Employee retention. 1. BASF India Limited is one of the few companies which has lowest attrition rate. 2. This can be attributed to strong Values, Culture, Learning opportunities, Exposure and offering good pay packages to employees. 3. One of the strong drivers for employee retention is the EBO (Emotionally bonded organization) concept in BASF India Ltd in which company focus on the family and emotional needs of employee. 4. It is one of those companies which invest heavily on employee development through trainings and other activities ultimately making them highly competent in their respective fields. 5. Good Culture and Work life balance are other areas in which company is very particular about the employee needs.

All these factors cumulatively make BASF India Limited a company with which every employee likes to be associated with.

Retension Success Mantras In todays fast paced business environments where employees are constantly striving to achieve business goals under time restrictions; open mindedness and transparent work culture plays a vital role in employee retention. Companies invest lots of time and money in training and educating employees. These companies are severely affected when employees check out, especially in the middle of some big company project or venture. Although employees most often prefer to stay with the same company and use their time and experience for personal growth and development, they leave mainly because of work related stress and dissatisfactions. More and more companies have now realized the importance of a healthy work culture and have a gamut of people management good practices for employees to have that ideal fresh worklife. Closed doors work culture can serve as a deterrent to communication and trust within employees which are potential causes for work-related apathy and frenzy. A transparent work environment can serve as one of the primary triggers to facilitate accountability, trust, communication, responsibility, pride and so on. It is believed that in a transparent work culture employees rigorously communicate with their peers and exchange ideas and thoughts before they are finally matured in to full-blown concepts. It induces responsibility among employees and accountability towards other peers, which gradually builds up trust and pride. Some of the retention success mantras can be summed up as:

Quality of Work Life- Providing quality at work not only reduces attrition but also helps in reduced absenteeism and improved job satisfaction. Not only does QWL contribute to a company's ability to recruit quality people, but also it enhances a company's competitiveness. Common beliefs support the contention that QWL will positively nurture a more flexible, loyal, and motivated workforce, which are essential in determining the company's competitiveness.

Support- Providing support to the employees acts as a mantra for retraining them. The management can support employees directly or indirectly. Directly, they provide support in terms of personal crises, managing stress and personal development. Management can support employees, indirectly, in a number of ways as optimizing employee engagement, coaching & mentoring etc.

Open Communication: A culture of open communication enforces loyalty among employees. Open communication tends to keep employees informed on key issues. Most importantly, they need to know that their opinions matter and that management is 100% interested in their input. Employee Reward Program: A positive recognition for work boosts the motivational levels of employees. Recognition can be made explicit by providing awards like best employee of the month or punctuality award. Project based recognition also has great significance. The award can be in terms of gifts or money. Career Development Program: Every individual is worried about his/her career. He is always keen to know his career path in the company. Organizations can offer various technical certification courses which will help employee in enhancing his knowledge.

Performance Based Bonus: A provision of performance linked bonus can be made wherein an employee is able to relate his performance with the company profits and hence will work hard. This bonus should strictly be productivity based.

Recreation facilities: Recreational facilities help in keeping employees away from stress factors. Various recreational programs should be arranged. They may include taking employees to trips annually or biannually, celebrating anniversaries, sports activities etc.

Employee Retention Techniques

Screen prospective employees carefully. Conducting thorough screenings of job candidates is an excellent way to improve employee retention rates. Ask candidates where they see themselves in the future; if it isn't with your company, you may not want to hire them. You should also check the duration of their employment at previous businesses, to determine whether they have a history of job hopping.

Provide employees with challenging and interesting work. Employees often start looking for other opportunities when they feel that their current position is stagnating. Regularly providing employees with new challenges and learning opportunities will increase your likelihood of retaining them.

Provide a comfortable and healthy work environment. If you confine your employees to cramped cubicles or windowless rooms, they will be much less likely to stick with the job. Offering a comfortable workspace and some amenities --- such as snacks, or a video game system in the break room --will encourage your employers to remain with your company.

 Address employee concerns promptly. If an employee has a concern or a recommendation, do not brush her off. Instead, address the issue as soon as possible, preferably in a way that satisfies all parties. To accomplish this, you will need to train your supervisors and managers on how to handle employee comments and complaints. Consider using a section of your employment handbook to codify this process.

Create incentives for your employees to stay with you. In addition to offering everyday amenities, consider linking incentives to the amount of time spent at your firm. For example, some companies offer employees increased stock shares or 401(k) contributions based on their duration of employment. Offering extra vacation days to reliable employees is another common tactic. And of course, salary increases, and promotions based on employment duration and performance, can be major incentives.

Employee Retention Strategies:-

Hire the right person at right place. Empower the employee. Make them realize that they are valuable for organization Have faith in them, trust and respect them Provide information and knowledge Give feedback on performance Recognize and appreciate their achievements Keep their morale high Create healthy environment

CHAPTER 4

Objectives of My Study:-

To study Motivation Booster in the organization To study the Retention strategies followed by HR department To study the satisfaction level of employees To Study the BASF Organization Policies for Employee Retention.

CHAPTER 5

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Methodology obtained from this project is through fulfilling of Questionnaires by different employees. The questionnaires include questions for analyzing employees satisfaction in the organization, which has been covered under the following heads: Selection of sample Collection of data

Selection of Sample Sample of 100 respondents

Sampling Sample Size 100 Respondents Sample Unit employees in the age group 20 to 50 years

Collection of data

Project is based on certain data, which is collected from data source. The sources of data are:-

(a) (b)

PRIMARY DATA SECONDARY DATA

Primary data The questionnaire method is used for collecting the data relating to the study. The objectives of the research would be explained to the respondent, before getting questionnaire filled. In certain cases, the questionnaire was handed over to the respondent to fill it up.

Secondary data Secondary data collected through Internet Books News Papers Journals

CHAPTER- 6 DATA ANALYSIS AND INTERPRETATIONS

DATA ANALYSIS AND INTERPRETATIONS

Q1-How do you feel about the nature of your job?

Nature of job Interesting Challenging Both(a &b)

respondents 28% 4% 68%

respondents

28% Interesting Challenging 68% 4% Both(a &b)

INTERPRETATION: As

per above Analysis, we concluded that 68%

respondents feel that their job is both interesting and challenging and 28% feel intrusting and only 4% feel that their job is challenging.

Q2-What pay and incentives system provided in the organization?

Pay and incentive system Performance based Seniority and Merit based Annual appraisal system

No of respondents 76% 0 24%

No of respondents
80% 70% 60% 50% 40% 30% 20% 10% 0% Performance Seniority and based Merit based Annual appraisal system

No of respondents

INTERPRETATION: As per above Analysis, we concluded that 76% respondents said performance based and 24% said Annual appraisal.

Q3- How do staff actually attach value with the organization?

Actually attach value Earn livelihood Utilize your skill To learn something innovative

Respondents 28% 22% 50%

Respondents

28% 50%

Earn livelihood Utilize your skill To learn something innovative

22%

INTERPRETATION: As per above Analysis, we concluded that 50%of respondents stay in the organization for learn something innovative and 28% to earn livelihood and 22% to utilize their skill.

Q4- Are you satisfied with working condition?

Satisfied with working condition Yes No

Respondents 94 % 6%

Respondents

No

6% Respondents

Yes

94%

0%

20%

40%

60%

80%

100%

INTERPRETATION: As per above Analysis, we concluded that 94% of respondents satisfied with working condition and only 6% are not satisfy.

Q5-What is your working hours?

Working hours 8 hours 10 hours 12 hours

Respondents 58% 26% 16%

Respondents
60% 50% 40% 30% 20% 10% 0% 8 hours 10 hours 12 hours 58% 26% 16% Respondents

INTERPRETATION: As per above Analysis, we concluded that 58% respondents ask their working hour is 8 hours ,26% ask 10 hours and only 16% respondents ask 12 hours.

Q6-Whetheremployees participate in decision making process?

Participation in decision making Yes No

Respondents 84% 16%

Respondents
16%

Yes No

84%

INTERPRETATION: As per above Analysis, we concluded that 84% respondents participate in decision making process and only 16% not participate.

Q7- Whether job securities motivate employees to retain in the same organization?

Motivate employees Yes No

Respondents 86% 14%

Respondents
14%

Yes No 86%

INTERPRETATION: As per above Analysis, we concluded that 86% respondents motivate to retain in the same organization and only 14%are not motivate.

Q8-How is your relationship with your reporting senior?

Relationship with senior Excellent Very good Good Poor Worst

Respondents 46% 46% 8% 0% 0%

Respondents
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

46%

46%

Respondents

8% Excellent Very good Good

0% Poor

0% Worst

INTERPRETATION: As per above Analysis, we concluded that 46% of respondents relationship with their senior is excellent and very good only 8% is good.

Q9:-How much your satisfaction level about the facilities provided by the organization?(plz Rank it) Facilities Mess Conveyance Drinking ,peon, washroom 1st Rank 54 18 28 2nd Rank 20 24 56 3rd Rank 26 58 16

1st Rank
Mess 28 Conyance 54 18 Drinking,peo n,washroom

2nd rank
MESS FACILITES conyance 56 24 16 Drinking,peo n, washroom 58 26 MESS FACILITES

3rd rank

20

INTERPRETATION: In A chart 54% respondents gives the Mess facility at 1 rank, In B chart 56% rives the drinking, washroom and peon at 2nd rank ,In C chart 58% gives the conveyance at 3rd rank.

Q10- What can be the reason if you want to leave the organization?

Reason to leave the organization Salary Workload Low coordination Other

Respondents 60% 4% 6% 30%

Respondents
60% 50% 40% 30% 20% 10% 0%

60% 30% 4% 6% Respondents

INTERPRETATION: As per above Analysis, we concluded that 60% of respondents main reason to leave the organization is salary and 6% for low coordination 4%workload and 30% for other reason.

Q11- Do you feel the company provides opportunity for growth and development?

Opportunity for growth and development Yes No

Respondents

80% 20%

Respondents

No

20% Respondents

Yes

80%

0%

20%

40%

60%

80%

INTERPRETATION: As per above Analysis, we concluded that 80% respondents feel that organization provide the opportunity for their growth and development and only 20% said no.

Q12-Do you think the companys policies/procedures make your job more interesting?

Make job more interesting

Respondents

Yes No

92% 8%

Respondents
100% 80% 60% 40% 20% 8% 0% Yes No 92% Respondents

INTERPRETATION: As per above Analysis, we concluded that 92% respondents said yes make their job intrusting and only 8% said no.

CHAPTER 7 FINDINGS

FINDINGS
The heart of this study has been to study BASF India Ltd. in the city of Ludhiana. The literature shows that retention factors are critical and should be well addressed by any organization in order to meet its goals and objectives.

 The salary and compensation are most important factor which effects the organization to retain their employees. The relationship of the employees with their senior is very good this is positive point of BASF India Ltd. If the organizations provide a job security to the employees then they retain in the same organization. Most of the employees are not satisfy with all the facilities like (Canteen, washroom, drinking, peon) this is the negative point to BASF India Ltd. The main reason of the employees to leave the organization is salary. Most of the working time of staff is 8 hours. Most of the employees feel their job very intrusting and challenging. Pay and incentives which is given to the employees mostly based on their performance. Most of the employees which stay in the BASF mostly for learn something innovative and all employees also participate in Decision making process. BASF is launching pad for the new employees, and also provide opportunity for growth and development of new employee.

CHAPTER 8 LIMITATIONS

LIMITATIONS
Limitations in terms of following were encountered during the study Sample size is small i.e only 100. There may be some bias or incorrect information provided by the respondents. As the questionnaire was prepared as per my own knowledge so it may not be appropriate and some important aspects may be missing from it. The survey undertaken for the study took lot of time.

CHAPTER 9 SUGGESTIONS

SUGGESTIONS
After the study it should be suggested the in the canteen proper air ventilation and proper sealing should be provided. Proper drinking facilities should be provided at every floor. Proper training should be given to the new employees regarding their work and also provide behavior training. Proper salary should be provided to the employees on specify date and also increment is fix according to their level and also implement. Proper rules and regulation should be maintained to make a discipline in HR department. Job security should be provided to the employees because this is very good method to retain the new employees. Proper rules and regulation should be also maintained for workers and also strictly implemented, regarding not to listen the music at working place. Views of the employees should be taken when their senior do any new work, in this way the feel that they are the part of organization and also motivate and stay in the organization for a long period.

 Large space in the Mess should be provided.

CHAPTER 10

CONCLUSION

CONCLUSION

The result of the study shows that salary and compensation are most important factor which affects the BASF India Ltd. at Ludhiana .Proper rules and regulation maintained for discipline in organization. Proper facilities are given to all the employees mostly the air ventilation in canteen and also other. Good salary package given to all the employees and also job security is provided because this is a good method to retain the employee.The Supervisor is sitting down with employees and discuss their development plans, effectively communication career development programs and suggestions openness and trusts. Finally the result shows that BASF India Ltd. is the good organization it is the launching pad for the new employees who get the knowledge for doing their work in in proper way. Finally, the current studies have found that all the employees have a good relation with their senior this is positive point of BASF India Ltd. to retain their employee.

BIBLIOGRAPHY

BIBLIOGRAPHY

Websites: www.scribd.com www.multiprojects.com www.basfindia.com

Primary Data: Questionnaires

ANNEXURE

Questionnaire on Retention of staff

Dear Madam/ Sir, I am student of M.B.A. 4th Sem, Punjab Technical University Jalandhar. I am conducting a survey on Retention of staff in BASF India Ltd. For this purpose would you like to spare a few minutes and share your views with us. Name: ________________ Age: __________________ Dept.:__________________ Contact no: _____________

Ques:-1 How do you feel about the nature of your job? Ans:Nature of job Interesting Challenging Both a&b No. of respondents percentage

Ques:-2 What pay and incentives system provided in the organization? Ans:-1) Performance based 2) Seniority & Merit based 3) Annual appraisal

Ques3:-How the staff is actually attached with the value of the organization? Ans:-1) Earn livelihood 2) Utilize your skill 3) To learn something innovative

Ques4:- Are you satisfied with working condition? Ans:-1) Yes 2)No

Ques5:-What are your working hours? Ans:- 8 hours 10 hour 12 hours

Ques6:-Weather employees participate in decision making process?

Ans:- Yes No

Ques7:-Whether job security motivate employees to retain in the same organization? Ans:- Yes NO

Ques8:-How is your relationship with Reporting Manager? Ans:-1) Excellent 2) Very good 3) Good 4) Poor 5) Worst

Ques9:-How much your satisfaction level about the facilities provided by the organization? (Plz Rank it) Ans:-1) Canteen facilities 2) Transportation facilities 3) Drinking facilities

4) Any other___________________

Ques10:-What can be the reason if you want to leave the organization? Ans:-1) Salary 2) Workload 3) Low coordination 4) Other

Ques11:-Do you feel the company provides opportunity for growth and development? Ans:- Yes No

Ques12:-Do you think companys policies/procedures make your job more interesting? Ans:- Yes No