A Project Report on

“EMPLOYEE ENGAGEMENT
AND

RETENTON STRATEGY

IN IT SECTOR”

Submitted in partial fulfilment of the Requirements for the award of the Degree of

BACHELOR OF MANAGEMENT STUDIES

By

RIYA VILAS MATHKAR

Under the esteemed guidance of

Prof. Mrs. KAUSAR SHAIKH

DEPARTMENT OF SELF FINANCE

JASHBHAI MANGANBHAI PATEL COLLEGE OF COMMERCE

(Affiliated to the University of Mumbai)

GOREGAON (W), MUMBAI, 400 104

2023-2024
 JASHBHAI MANGANBHAI PATEL COLLEGE OF COMMERCE

(Affiliated to University of Mumbai)

MUMBAI -MAHARASHTRA

DEPARTMENT OF MANAGEMENT STUDIES

By
RIYA VILAS MATHKAR
Under the esteemed guidance of

Prof. Mrs. KAUSAR SHAIKH

DEPARTMENT OF SELF FINANCE

JASHBHAI MANGANBHAI PATEL COLLEGE OF COMMERCE

(Affiliated to the University of Mumbai)
GOREGAON (W), MUMBAI, 400 104
2023-2024
 CERTIFICATE

This is to certify that the project entitled “is Bonafede work of bearing Seat. No: 3236 submitted in
partial fulfilment of the requirements for the award of degree of BACHELOR OF MANAGEMENT
STUDIES from University of Mumbai.

Internal Guide: Coordinator: Sign.

External Examiner College Seal

 DECLARATION BY LEARNER

I hereby declare that the project entitled, ____________________ done at, J M Patel College of
Commerce has not been in any case duplicated to submit to any other university for the award of any
degree. To the best of my knowledge other than me, no one has submitted to any other university.

The project is done in partial fulfilment of the requirements for the award of degree of BACHELOR

OF MANAGEMENT STUDIES to be submitted as final semester project as part of our

curriculum.

Place: Mumbai Student’s Signature

 ACKNOWLEDGEMENT

To list who all have helped me is difficult because they are so numerous and the depth is so enormous.

I would like to acknowledge the following as being idealistic channels and fresh dimensions in the
completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do this project.

I would like to thank my I/c Principal, MRS PRAKASH DONGRE for providing the necessary
facilities required for completion of this project.

I take this opportunity to thank our Co-ordinator, Prof. SHAHID QURESHI__________ for her/his
moral support and guidance.

I would also like to express my sincere gratitude towards my project guide, Prof.
_____________________________ whose guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference books and magazines
related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped me in the
completion of the project especially my Parents and Peers who supported me throughout my project.
 INDEXE

Sr. No. TITLE PAGE No.

CHAPTER 1 INTRODUCTION 1-6

1.1 HISTORY OF THE STUDY 7-8

1.2 EFFECT OF EMPLOYEE ENGAGEMENT AND 9

RETENTION STATERGY
IN IT SECTOR

CHAPTER 2 LITRETURE REVIEWE 10-13

CHAPTER 3 RESEARCH AND MHETHODOLOGY

3.1 OBJECTIVE OF THE STUDY 15

3.2 NEEDS \ IMPORTANCE OF THE STUDY 16

3.3 SCOP OF THE STUDY 17

3.4 HYPOTHESIS OF THE STUDY 19

3.5 RESEARCH DESIGN 19

3.5.1 METHOD OF DATA COLLECTION 19-20

3.6 LIMITATION OF STUDY 20

CHAPTER 4 DATA ANALYSIS AND

INTERPRATION OF DATA

4.1 DATA ANALYSATION 22-37

4.3 INTERPRATATION OF DATA

CHAPTER 5 TESTING OF HYPOTHESIS 42-43

CHAPTER 6 FINDINGS 44-45

CHAPTER 7 CONCLUSION AND SUGETION

7.1 CONCLUSION 47

7.2 SUGETION 48

CHAPTER 8 ANUXETUR 49-53

CHAPTER 9 BIBLOGRAPHY 54-56

 CHAPTOR 1
INTRODUCTION
 1 INTRODUCTION
OF
EMOLOYEE ENGAGEMENT AND RETENTION

Employee engagement and retention are two important concepts in the field of human resources
management. Employee engagement refers to the extent to which employees feel connected to their work,
their colleagues, and the organization as a whole. Engaged employees are enthusiastic about their work,
motivated to achieve their goals, and committed to the success of the organization.

Retention, on the other hand, refers to the ability of an organization to retain its employees over time.
Retention is a critical aspect of organizational success because turnover can be costly and disruptive.
High levels of employee turnover can result in increased recruitment and training costs, reduced
productivity, and decreased morale among remaining employees

MEANING

Employee engagement refers to the level of commitment and enthusiasm that employees have towards
their work and their organization. Engaged employees are more likely to be productive, innovative, and
committed to achieving their company's goals. Retention, on the other hand, refers to the ability of an
organization to retain its employees over a period of time.

Employee engagement and retention are closely related because engaged employees are more likely to
stay with an organization over the long term. When employees feel valued, supported, and invested in the
success of the organization, they are more likely to remain committed and loyal to the organization.
Therefore, organizations that prioritize employee engagement are likely to see higher levels of retention
and lower turnover rates.

There are many strategies and practices that organizations can use to promote employee engagement and
retention, including providing competitive salaries and benefits, offering opportunities for professional
development and growth, creating a positive work environment, and fostering open communication and
feedback. By implementing these strategies and prioritizing employee engagement and retention,
organizations can create a culture of success that benefits both employees and the organization as a whole

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Employee engagement and retention are critical aspects of the IT sector. Employee engagement refers to
the degree to which employees are committed to their jobs, their teams, and the organization as a whole.
Retention, on the other hand, refers to the ability of an organization to retain its employees over a period
of time.

In the IT sector, employee engagement and retention are particularly important because the industry is
highly competitive, and skilled employees are in high demand. In addition, turnover can be costly in
terms of lost productivity, training costs, and the need to recruit and onboard new employees.

To promote employee engagement and retention in the IT sector, organizations can focus on several
strategies. These may include offering competitive compensation and benefits packages, providing
opportunities for professional development and career growth, promoting work-life balance, and creating
a positive and inclusive workplace culture.

EMPLOYEE ENGAGEMENT AND RETENTION STRATEGY

 Employee engagement is a critical factor in the success of any organization. It refers to the
level of commitment, involvement, and motivation that employees have towards their work
and the organization. An engaged employee is more likely to be productive, innovative, and
committed to the success of the organization.

Developing an effective Employee Engagement Strategy involves several key steps, including:

1. Understanding employee needs and expectations: It's important to understand what motivates
and drives your employees. This can be achieved through surveys, focus groups, and one-on-one
conversations.

2. Providing a supportive work environment: Creating a positive and supportive work

environment can increase employee engagement. This includes providing opportunities for
professional development, promoting work-life balance, and recognizing and rewarding
employees for their contributions.

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3. Encouraging open communication: Open communication is essential for building trust and
creating a sense of community among employees. Regular feedback sessions, team-building
activities, and social events can help to foster a culture of open communication.

4. Empowering employees: Giving employees the autonomy to make decisions and take ownership
of their work can boost engagement levels. This involves delegating responsibilities, providing
training and resources, and trusting employees to do their job.

5. Recognizing and rewarding performance: Recognizing and rewarding employees for their hard
work and contributions is crucial for increasing engagement levels. This can be achieved through
bonuses, promotions, and public recognition.

6. Providing opportunities for social connection: Building relationships with coworkers is

important for engagement. Providing opportunities for social connection, such as team-building
activities and company events, can help to create a sense of community and belonging.

 Employee retention is a critical concern for organizations. High employee turnover can be
costly and can have a negative impact on productivity, morale, and overall business success.
Therefore, it is essential for companies to implement effective employee retention strategies.
Here are some strategies that organizations can consider:

1. Competitive compensation and benefits: Offering a competitive salary and benefits package can
help attract and retain employees. This includes offering health insurance, retirement plans, paid
time off, and other perks.

2. Career development opportunities: Providing employees with opportunities to learn and grow
within the organization can help them feel valued and invested in their careers. This includes
training, mentoring, coaching, and career advancement opportunities.

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3. Recognition and rewards: Recognizing and rewarding employees for their hard work and
contributions can help boost morale and motivation. This can include bonuses, promotions,
awards, and other forms of recognition.

4. Work-life balance: Offering flexible work arrangements, such as remote work or flexible
schedules, can help employees balance their personal and professional lives. This can lead to
increased job satisfaction and improved work-life balance.

5. Positive workplace culture: Creating a positive and supportive workplace culture can help
employees feel valued and engaged. This includes promoting teamwork, open communication,
and a healthy work environment.

6. Employee engagement: Encouraging employee engagement through surveys, feedback, and other
forms of communication can help organizations identify areas for improvement and address
employee concerns.

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 EMPLOYEE ENGAGEMENT AND RETENTION

STRATEGY IN IT SECTOR

Employee engagement and retention are critical factors for the success of any organization, and this is

particularly true in the IT sector, which is known for its high turnover rates. Here are some strategies that

IT companies can implement to increase employee engagement and retention:

1. Provide professional development opportunities: Employees in the IT sector are often highly

skilled and motivated individuals who want to continuously learn and grow. Providing

opportunities for training, development, and career advancement can help keep them engaged and

motivated.

2. Create a positive work culture: A positive work culture can go a long way in keeping employees

engaged and motivated. This includes having a supportive work environment, recognizing and

rewarding employees for their contributions, and promoting work-life balance.

3. Offer competitive compensation and benefits: In addition to competitive salaries, IT companies

should offer benefits that cater to the needs of their employees. This may include flexible work

arrangements, health and wellness benefits, and retirement plans.

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4. Foster open communication: Encouraging open communication and feedback can help

employees feel heard and valued. This can be done through regular check-ins, team meetings, and

company-wide surveys.

5. Provide opportunities for socialization: Social connections at work can improve job satisfaction

and help employees feel more engaged. IT companies can organize team-building activities,

company events, and other social opportunities to promote a sense of community among their

employees.

6. Empower employees: Empowering employees to take ownership of their work and contribute to

decision-making processes can help increase their sense of ownership and engagement. This may

include giving employees more autonomy, providing opportunities for creativity, and recognizing

their contributions.

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 1.1 HISTORY OF THE STUDY

The IT sector has always been a highly competitive industry, with companies vying to attract and retain

top talent. Employee engagement and retention strategies have evolved over time, as companies recognize

the importance of creating a positive workplace culture and ensuring that employees are satisfied and

motivated.

In the early days of the IT industry, employee engagement and retention strategies were focused mainly

on compensation and benefits. Companies offered high salaries, bonuses, and stock options to attract and

retain top talent. However, as the industry matured and the competition for talent intensified, companies

realized that they needed to offer more than just financial incentives.

In the late 1990s and early 2000s, companies began to focus more on creating a positive workplace

culture and fostering employee engagement. This included offering flexible work arrangements,

opportunities for professional development, and a strong emphasis on work-life balance. Companies also

began to invest in employee recognition programs and other initiatives to improve morale and build a

sense of community within the workplace.

In recent years, employee engagement and retention strategies in the IT sector have evolved to include a

greater focus on diversity, equity, and inclusion. Many companies have implemented programs to

promote diversity and address unconscious bias in the hiring process. They have also placed a greater

emphasis on creating a sense of belonging for all employees, regardless of their background or identity.

Overall, the history of employee engagement and retention strategies in the IT sector has been

characterized by a shift from a focus on compensation and benefits to a more holistic approach that

includes a strong emphasis on workplace culture, employee engagement, and diversity and inclusion.

Companies that are able to create a positive and inclusive workplace environment are more likely to

attract and retain top talent in this highly competitive industry.

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 Employee engagement and retention strategies have evolved over time in response to changes in the
workplace and the workforce. In the IT sector, where competition for talent is fierce, companies have had
to be creative and innovative in their approach to employee engagement and retention.

In the early days of the IT industry, employee retention was not a major concern, as demand for skilled
workers far outstripped supply. However, as the industry matured and competition increased, companies
began to focus more on retaining their top talent. One of the earliest strategies was to offer stock options
and other financial incentives to employees in order to encourage them to stay with the company.

As the IT industry continued to grow, companies began to realize that financial incentives alone were not
enough to retain top talent. Employees were also looking for opportunities for professional growth and
development, as well as a supportive and inclusive workplace culture.

In response, companies began to offer more training and development programs, as well as opportunities
for career advancement. They also began to focus on creating a workplace culture that emphasized
collaboration, teamwork, and open communication.

With the advent of the digital age, employee engagement and retention strategies have become even more
important. Companies are now competing for talent not just with other companies in their own industry,
but also with tech startups and companies in other industries that are also looking for skilled IT
professionals.

Today, employee engagement and retention strategies in the IT sector include a wide range of initiatives,
including flexible work arrangements, wellness programs, diversity and inclusion initiatives, and
employee recognition programs. Companies are also investing in technologies and tools that can help
improve employee productivity and satisfaction, such as collaboration software and project management
tools.

Overall, the history of employee engagement and retention strategies in the IT sector reflects the changing
needs and priorities of both companies and employees, as well as the evolving nature of the industry
itself. As the industry continues to grow and change, it is likely that new and innovative strategies will
continue to emerge in order to attract and retain top talent.

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 1.2 EFFECT OF EMPLOYEE ENGAGEMENT AND RETENTION STATERGY
IN IT SECTOR

Employee engagement and retention strategies play a crucial role in the IT sector, where
competition for skilled workers is high. The impact of these strategies can be seen in the
following ways:

 Improved Productivity: Engaged employees are more productive, as they are motivated
to do their best work. They are more likely to put in extra effort to complete projects on
time, and to go above and beyond to meet customer needs.

 Reduced Turnover: Retention strategies help to reduce turnover, which is critical in the
IT sector, where it can be difficult to find and hire skilled workers. By keeping employees
engaged and satisfied, companies can reduce the cost and time associated with recruiting
and training new hires.

 Increased Innovation: Engaged employees are more likely to contribute to the company's
success by sharing new ideas and insights. This can lead to increased innovation and
creativity, which are essential for companies in the IT sector to remain competitive.

 Better Customer Satisfaction: Engaged employees are more likely to provide excellent
customer service, which can lead to increased customer satisfaction and loyalty. This, in
turn, can help to improve the company's reputation and increase revenue.

Overall, employee engagement and retention strategies are critical for the success of
companies in the IT sector. By investing in these strategies, companies can create a culture
of engagement and loyalty that will help them to attract and retain top talent, drive
productivity and innovation, and ultimately achieve their business goals.

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 CHAPTER 2
REVIEW OF LITERATURE

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 2.1 REVIEW OF LITERATURE

Employee engagement and retention have become critical concerns in the IT sector, which is known for
its highly competitive and fast-paced work environment. The following literature review provides an
overview of the current research on employee engagement and retention in the IT sector. Employee
engagement and retention:

• V. Prabhakar & Reddy G (2016) founded that there is positive attitude of employees in that
organization. The author concluded that significant association between employee engagement and
demographic variable. The factors which are considered as the essential factors of employee engagement
are organizational support, effective goal-setting, customized training

. • Sheetal Yadav and Kishore Kumar Moray (2019) revealed that employee engagement helps an
organization to get discretionary efforts from their employees to provide the competitive edge to the
organization

• Solomon Markos and Sandhya Sridevi (2010) suggested organization to concentrate on employees to
have Original Article International Journal of Human Resource Management and Research (IJHRMR)
ISSN (P): 2249–6874; ISSN (E): 2249–7986 Vol. 10, Issue 1, Feb 2020, 1–8 © TJPRC Pt. Ltd. 2 M.
Rekha & S. Praveena Impact Factor (JCC): 7.9089 NAAS Rating: 3.38 everything they need, to perform
their job well, give employee training, strong feedback, incentive, focus on top performing employees in
an organization.

• Yong Shee Mum et al. (2013) suggested that organization should develop strategy for human resource
development. This paper suggested that the company increase profits through higher productivity and
lower expenses and additional gain in taxation.

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 Swarnalatha and Prasanna (2012) founded 10 strategies called “The 10 tablets” which keep
employees to stay engaged in the organization for a longer period which includes providing
training for employees to develop their skills, establish rewarding of good performance of
employees, develop corporate culture that encouraged of employee’s engagement in the
organization.

 Albdous and Altarawneh (2014) influenced employee engagement on normative, e-motive and
continuance commitment. The author founded normative commitment is bigger than the e-motive
commitment and continuance commitment

 A. U. Makera et al. (2019) Analyzed 150 data and tools used mean, standard deviation,
correlation analysis and regression analysis. This paper conducted survey for non-academic staff
of the universities in Nigeria. The author suggested to development of co-worker relationship
among policy maker and private organization.

 Sivasubramanian and Rupa (2017) focused on the descriptive method in investigation an

employee engagement. The author selected sample from an organization used simple random
sampling technique. It analyzed both in primary and secondary data. The study concluded that the
support given by the employer would work towards building of trust between employees and the
organization.

 Alfes, Kerstin (2012) has stated that presents her tips on employee engagement for the success of
an organization. She also says that in many organizations, the challenging economy has resulted in
reduced work force, increased workload and larger responsibilities without salary hike and also
there should be face-to-face meetings with employees should be conducted to add value to
communication.

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 Parker, J (2013) discusses the results of a survey from the talent management company Silk
Road which considered employee engagement practices at organizations. This article also stated
that, most employers do not offer formalized engagement programs for employees as of 2013.
Topics include generational differences and executive attitudes concerning engagement.

 Ayer, Suryanarayana (2012) the author has viewed by the enhanced interest of academicians and
practitioners in the construct of employee engagement, there exists a dearth of choices in the
various measures for its assessment. This paper attempts to develop a multidimensional instrument
of employee engagement. Initial support for the construct validity of the seven-item instrument
was demonstrated. Directions for future research are also discussed.

 Guy, Mary E. (2012) the article discusses in the year 2013 Society for Human Resource
Management (SHRM) Satisfaction and Engagement Study. It cites factors that comprise employee
engagement including work satisfaction and having organizational pride. Based on the SHRM
survey, the top engagement and job satisfaction conditions include compensation, relationship
with fellow workers and immediate supervisor, and financial stability of the organization. Brief
details about the SHRM survey process are also offered.

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 CHAPTER 3
RESEARCH AND METHODOLOGY

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 3.1 OBJECTIVE OF THE STUDY

The objective of a study on employee engagement and retention strategy is

 To identify and evaluate effective strategies for increasing employee engagement and reducing
employee turnover in an organization.
 To examine the factors that contribute to employee engagement and retention, such as job
satisfaction, work-life balance, career development opportunities, compensation and benefits, and
organizational culture.
 To understand the factors that influence employee engagement and retention within the industry.
 To develop effective strategies for increasing engagement and retention.
1.

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 3..2 NEEDS \ IMPORTANCE OF THE STUDY

The IT sector is highly competitive and has a high demand for skilled workers. To attract and retain top
talent, it's important for companies in this sector to focus on employee engagement and retention. Here
are some needs that should be addressed:

Competitive Compensation: IT professionals are in high demand, and they know it. To retain top talent,
companies in the IT sector need to offer competitive salaries and benefits packages. This means paying at
or above market rate for skilled workers.

Career Growth and Development: The IT sector is always evolving, and employees want to stay ahead of
the curve. Companies should provide opportunities for professional growth and development, such as
training, mentorship programs, and regular performance feedback.

Work-Life Balance: The IT industry is notorious for long hours and high stress. Employees want to work
for companies that prioritize work-life balance, such as flexible schedules, remote work options, and paid
time off.

Positive Company Culture: IT professionals want to work for companies with a positive and inclusive
culture. Companies can create a positive company culture by promoting open communication, teamwork,
recognition and appreciation of employees' efforts, and an emphasis on work-life balance.

Cutting-Edge Technology: IT professionals are passionate about technology and want to work with the
latest tools and technologies. Providing access to cutting-edge hardware and software can help to attract
and retain top talent.

Collaborative and Challenging Work Environment: IT professionals are problem solvers, and they want
to work in a challenging environment that allows them to collaborate with other skilled professionals to
solve complex problems.

Overall, companies in the IT sector need to focus on providing a positive work environment that fosters
growth, development, and collaboration, while also offering competitive compensation and benefits. By
addressing these needs, companies can attract and retain top talent in the highly competitive IT industry

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 3.3 SCOP OF THE STUDY

In the IT sector, employee engagement and retention are particularly important due to several factors.
First, the industry is highly competitive, and skilled employees are in high demand. Second, the nature of
the work can be demanding and stressful, requiring long hours and intense focus. Finally, the rapid pace
of technological change means that IT professionals need to continuously update their skills and
knowledge to stay relevant in the field.

 To address these challenges, organizations in the IT sector need to focus on building a strong culture

of engagement and retention. This can involve several strategies, such as:

 Providing a supportive work environment: Organizations should create a work environment that

fosters open communication, collaboration, and teamwork. They should also ensure that employees

have access to the resources and tools they need to do their jobs effectively.

 Offering competitive compensation and benefits: IT professionals are in high demand, so

organizations need to offer competitive compensation packages and benefits to attract and retain top

talent.

 Providing opportunities for professional development: IT professionals need to continuously

update their skills and knowledge to stay relevant in the field. Organizations should provide

opportunities for employees to attend training programs, conferences, and workshops to enhance their

skills.

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 Recognizing and rewarding employees: Organizations should recognize and reward employees for

their contributions to the organization. This can involve both monetary and non-monetary incentives,

such as bonuses, promotions, and public recognition.

 Offering work-life balance: IT professionals often work long hours and face demanding workloads.

Organizations should offer flexible work arrangements, such as telecommuting and flexible schedules,

to help employees achieve a better work-life balance.

In summary, employee engagement and retention are critical issues for organizations operating in

the IT sector. To address these challenges, organizations need to focus on building a strong culture

of engagement and retention by providing a supportive work environment, offering competitive

compensation and benefits, providing opportunities for professional development, recognizing and

rewarding employees, and offering work-life balance.

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 3.4 HYPOTHESIS OF THE STUDY

1. “Implementing training program as employee engagement strategy”

H0: There is no significant difference in employee engagement levels between employees who
have participated in a new training program and those who have not participated in the program.
H1: There is significant difference in employee engagement levels between employees who have
participated in a new training program and those who have not participated in the program

2. “Impact of Employee Retention strategy on retention rates”

H0: There is no significant difference in employee retention rates between IT companies that
implement a retention strategy and those that do not.
H1: There is significant difference in employee retention rates between IT companies that
implement a retention strategy and those that do not.

3.5 REASEARCH DESIGN

TYPE OF RESEARCH The study is descriptive in nature

This study aims to explore the employee engagement and retention strategy in IT sector
and the factors that influence their strategy. To achieve the research objectives, a
mixed-methods research approach will be employed, consisting of both qualitative and
quantitative components.

3.5.1 Method of data collection

a) Primary data
Primary data has been used in this study, Primary data was collected by administering a detailed
questionnaire and also by conducting in depth personal interviews.
b) Secondary Data
For this study secondary data was collected through various sources such as magazines, internet,
company report and business journals.

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 Questionnaire
Non probability questions.

Sample Size
For the purpose of this study, I have collected data from 60 employee respondents. This is the true
representative of the universe

3.6 LIMITATION OF STUDY

No project is without limitations and it becomes essentials to figure out the various constraints that we
underwent during the study. The following points in this direction would add to our total deliberations: -

 There was problem to collecting of accurate secondary data.

 There were some respondents did not give proper response.

 There were many respondents who did not gave all answers of question.

 There were facing the problem of shortage of time.

 Chance of bias in the opinion of respond.

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 CHAPTER 4
DATA ANALYSIS AND
INTERPRATION OF DATA

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 4.1 DATA ANALYSETION

GENDER OF RESPONDERS

GENDER PERCENTAGE

MALE 50%

FEMALE 50%

OTHERS 0%
TOTAL 100%

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 DURATION OF WORKING PERCENTAGE

1-4 YEARS 77.8%

5-10 YEARS 5.6%

MORE THAN 10 YEARS 16.7%

TOTAL 100%

1. How long you working in this organization?

1. 77.8% of the Employee responded "1-4 years" to the survey question

2. 5.6% of the Employee responded "5_10 years" to the survey question
3. 16.7% of the Employee responded “more than 10 years” to the Survey question

.
2 Providing opportunities for growth and development can help employees feel valued and
invested in their careers?

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  88.9% of employee responded “agree” to the survey question

• 0% of employee responded “disagree” to the survey question

• 11.1% of employee responded “neutral” to the survey question

3.Any training and development program conducted in your organization?

PERTICULER PERCENTAGE

YES 88.9%

NO 11.1%

TOTAL 100%

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• 88.9% of employee responded “yes” to the survey question
• 11.1% of employee responded “no” to the survey questio

4. How often training programs conducted in your organization?

PERTICULER PERCENTAGE

MONTHLY 33.3%
ONCE IN SIX MONTHS 38.9%

YEARLY 11.1%
NEVER 16.70%

TOTAL 100%

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 • 33.3% of employee responded “monthly” to the survey question
• 38.9% of employee responded “once in six months” to the survey question
• 11.1% of employee responded “yearly” to the survey question
• 16.7% of employee responded “never” to the survey question

5. Do you feels valued in your organization?

PERTICULE PERCENTAGE

YES 72.2%

NO 11.1%

MAYBE 16.7%

TOTAL 100%

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 69.7% of employee responded “yes” to the survey question
 9.1% of employee responded “no” to the survey question
 21.2 of employee responded “maybe” to the survey question


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6. To attract and retain top talented employees’ organizations need to offer
competitive benefit package?
PERTICULER PERCENTAGE

STRONGLY AGREE 27.8%

AGREE 44.4%

DISAGREE 3.3%

NEUTRAL 22.2%

TOTAL 100%

Chart Title
22.2
NEUTRAL

DISAGREE

AGREE

SRTONGLY AGREE

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

STRONGLY AGREE AGREE DISAGREE NEUTRAL

 27.8% of employee responded “strongly agree” to the survey question

 44.4% of employee responded “agree” to the survey question
 3.3% of employee responded “disagree” to the survey question
 22.2% of employee responded “neutral” to the survey question

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7. Do your organization offers competitive compensation and benefits?

PERTICULER PERCENTAGE

YES 44.4%

NO 22.2%

MAYBE 33.3%

TOTAL 100%

80
44.4

70

60

50

40

30

20
22.2 33.3
10

0
yes no maybe

 44.4% of employee responded “yes” to the survey question

 22.2% of employee responded “no” to the survey question
 33.3% of employee responded “maybe” to the survey question

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8. Which type of working environment feels in your organization?

PERTICULRE PERCENTAGE

POSITIVE 33.3%

SUPPORTIVE 22.2%

BOTH POSITIVE &SUPPORTIVE 38.9%

NIGATIVE 1.5%

TOTAL 100%

Chart Title

45
40
35
30
25 33.3 38.9
20
15
22.2
10
5 1.5
0
positive supportive both positive & negative negative

positive supportive both positive & negative nagative

 33.3% of employee responded “positive” to the survey question

 22.2% of employee responded “supportive” to the survey question
 38.9% of employee responded “both positive and supportive” to the survey question
 1.5% % of employee responded “negative” to the survey question

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9.Do your organization Reward employee for their achievements?

PERTICULER PERCENTAGE
YES 39%
NEVER 28%
SOMEHOW 33%
TOTAL 100%

33.3,33%

yes
38.9,39%
never
somehow

27.9,28%

 39% of employee responded “yes” to the survey question

 33% of employee responded “somehow” to the survey question
 28% of employee responded “never” to the survey question

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10. Providing clear career paths and opportunities for promotion can help employees
feel valued and invested in their careers?

PERTICULER PERCENTAGE

AGREE 66.7%

DISAGREE 0%

NEUTRAL 33.3%

TOTAL 100%

33.3

agree
disagree
neutral

66.7

 66.7% of employee responded “agree” to the survey question

 0% of employee responded “disagree” to the survey question
 33.3% of employee responded “neutral” to the survey question

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11. Encouraging open communication and feedback can help employees feel heard
and valued?

PERTICULER PERCENTAGE

AGREE 83..3%

DISAGREE 5.6%

NEUTRAL 11.1%

TOTAL 100%

70
83.3

60

50

40 agree
disagree
30 neutral
11.1
5.6
20

10

0
agree disagree neutral

 83.3% of employee responded “agree” to the survey question

 5.6% of employee responded “disagree” to the survey question
 11.1% of employee responded “neutral” to the survey question

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12 Do your organization encourage open communication & feedback?
PERTICULER PERCENTAGE
PERTICULER
YESS PERCENTAGE
66.7%
NO
MONTHLY 5.6%
42.40%
MAYBE 27.8%
ONCE IN SIX MONTHS 40.90%
TOTAL 100%
YEARLY 7.60%

NEVER 9.10%

TOTAL 100%

 66.7% of employee responded “yes” to the survey question

 5.6% of employee responded “no” to the survey question
 27.8% of employee responded “maybe” to the survey question

13. How often employee surveys conducted in your organization?

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 16.7% of employee responded “monthly” to the survey question
 33.3% of employee responded “once in six months” to the survey question
 22.2% of employee responded “yearly” to the survey question
 27.8% of employee responded “never” to the survey question

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14.open-door policies allow employees to voice their concerns and ideas?

PERTICULER PERCENTAGE

AGREE 66.7%

DISAGREE 0%

NEUTRAL 33.3%

TOTAL 100%

33.3

66.7

 66.7% of employee responded “agree” to the survey question

 0% of employee responded “disagree” to the survey question
 33.3% of employee responded “neutral” to the survey question

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15. Do your organisation provides flexible working hour?

PERTICULER PERCENTAGE

YESS 44.4%

NO 27.8%

SOMETIMES 27.8%

TOTAL 100%

27.8

YES
NO
SOMEHOW

44.4

27.8

 44.4% of employee responded “yes” to the survey question

 27.7% of employee responded “no” to the survey question
 27.7% of employee responded “sometimes” to the survey question

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 4.2 INTERPRETATION OF DATA

50% responders are female’s employees

50% responders are male employees

The total percentage of the responses is 100%

Q.1
77.8% of the Employee responded "1-4 years" to the survey question
5.6% of the Employee responded "5-10 years" to the survey question
16.7% of the Employee responded “more than 10 years” to the
Survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.2
88.9% of employee responded “agree” to the survey question
0% of employee responded “disagree” to the survey question
11.1% of employee responded “disagree” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.3
88.9% of employee responded “yes” to the survey question
11.1% of employee responded “no” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

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Q.4
33.3% of employee responded “monthly” to the survey question
38.9% of employee responded “once in six months” to the survey question
11.1% of employee responded “yearly” to the survey question
16.70% of employee responded “never” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.5
72.2% of employee responded “yes” to the survey question
11.1% of employee responded “no” to the survey question
16.7 of employee responded “maybe” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.6
27.8% of employee responded “strongly agree” to the survey question
44.4% of employee responded “agree” to the survey question
3.3% of employee responded “disagree” to the survey question
22.2% of employee responded “neutral” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.7
44.4% of employee responded “yes” to the survey question
22.2% of employee responded “no” to the survey question
33.3% of employee responded “maybe” to the survey question
The total percentage of the Employee accounted by these responses is 100%.
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Q.8
33.3% of employee responded “positive” to the survey question
22.2% of employee responded “supportive” to the survey question
38.9% of employee responded “both positive and supportive” to the survey question
1.5% % of employee responded “negative” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.9
39% of employee responded “yes” to the survey question
28% of employee responded “somehow” to the survey question
33% of employee responded “never” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.10
66.7% of employee responded “agree” to the survey question
0% of employee responded “disagree” to the survey question
33.3% of employee responded “neutral” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.11
83.3% of employee responded “agree” to the survey question
5.6% of employee responded “disagree” to the survey question
11.1% of employee responded “neutral” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

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Q.12
66.1% of employee responded “yes” to the survey question
5.6% of employee responded “no” to the survey question
27.8% of employee responded “maybe” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.13
42.40% of employee responded “monthly” to the survey question
40.90% of employee responded “once in six months” to the survey question
7.60% of employee responded “yearly” to the survey question
9.10% of employee responded “never” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.14
66.7% of employee responded “agree” to the survey question
0% of employee responded “disagree” to the survey question
33.3% of employee responded “neutral” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

Q.15
44.4% of employee responded “yes” to the survey question
27.8% of employee responded “no” to the survey question
27.8% of employee responded “sometimes” to the survey question
The total percentage of the Employee accounted by these responses is 100%.

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 CHAPTER 5
TESTING OF HYPOTHESIS

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 TESTING OF HYPOTHESIS

1. “Implementing training program as employee engagement strategy”

H0: There is no significant difference in employee engagement levels between employees who
have participated in a new training program and those who have not participated in the program.

H1: There is significant difference in employee engagement levels between employees who
have participated in a new training program and those who have not participated in the
program

H1 is supported. The results indicate that employees who have participated in new training
program are more likely engaged than those who have not participated in program

2. “Impact of Employee Retention strategy on retention rates”

H0: There is no significant difference in employee retention rates between IT companies that
implement a retention strategy and those that do not.

H1: There is significant difference in employee retention rates between IT companies that
implement a retention strategy and those that do not.

H1 is supported. The results indicate that IT companies who implement employee retention
strategy such as flexible work hours, development program, competitive incentive, etc. have
higher retention ret than those do not.

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 CHAPTER 6
FINDINGS OF STUDY

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 6 FINDINGS OF STUDY

Employee engagement and retention strategies are critical for organizations to ensure that they can retain
their best employees and keep them motivated and committed to the organization's goals. There have
been numerous studies on this topic, and here are some key findings:

1. Engaged employees are more productive and committed to their work: Studies have
consistently shown that engaged employees are more productive and committed to their work.
Engaged employees are more likely to go above and beyond their job requirements and contribute
to the organization's success.

2. Employee engagement and retention strategies should focus on individual needs: One of the
key findings of employee engagement and retention studies is that organizations should focus on
individual employee needs. This means that organizations should take a personalized approach to
employee engagement and retention, rather than a one-size-fits-all approach.

3. Employee recognition and rewards are crucial for engagement and retention: Recognition
and rewards are crucial for employee engagement and retention. Employees who feel valued and
recognized are more likely to stay with the organization and remain engaged in their work.
4. Work-life balance is important for retention: Work-life balance is critical for employee
retention. Employees who are able to balance their work and personal life are more likely to stay
with the organization and remain engaged in their work.

5. Communication is key: Communication is essential for employee engagement and retention.

Organizations that have open and transparent communication channels are more likely to retain
their employees and keep them engaged in their work.

Overall, the key findings of employee engagement and retention studies suggest that organizations need
to focus on individual employee needs, recognize and reward employees, provide work-life balance, and
maintain open communication channels to retain their best employees and keep them engaged in their
work.

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CHAPTER 7
CONCLUSION
AND
SUGGESTION

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 7.1 CONCLUSION

Employee Engagement is critical to business success is well understood by the Human Resource

Professionals in the Information Technology Organizations. The study has brought in a new

variable Organizational Behaviour which. Drives employee engagement. The IT industry Human

Resource professionals should understand that unlike other industries where studies which reveals

a significant relationship between employee engagement and business outcomes, Organizational

Behaviour and performance, in IT industry, Organizational Behaviour has the lowest influence on

employee engagement. This indicates that managers should not consider Organization Behaviour

for performance evaluation and measuring level of Employee Engagement based on the extra role

behaviour because it could be an act of impression management. Rather, the willingness of the

employee to stay with the company and his job satisfaction levels indicate the level of employee

engagement to a higher extent. Good employee retention techniques, Challenging job, good pay

and benefits package, improved managerial system with unambiguous evaluation feedback, equal

opportunities in internal vacancies, followed by enhancing the Organization Behaviour could

improve the levels of employee engagement. Managers and researchers should search for ways to

increase the employee engagement activities to increase the frequency and intensity of

Engagement levels among employees which would bring superior business results.

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 7.2 SUGGESTION

1. Conduct a survey: Start by surveying your employees to understand their level of engagement

and satisfaction with their work. This survey can be done anonymously to encourage employees to

be honest and provide more accurate feedback.

2. Analyze data: Use the data collected from the survey to identify areas where employees are

highly engaged and areas where they are disengaged. This can help you identify the root causes of

disengagement and develop strategies to address them.

3. Identify best practices: Research best practices for employee engagement and retention and

compare them to your organization's current practices. Identify gaps and develop a plan to

implement new strategies.

4. Engage with employees: Involve your employees in the process of developing new engagement

and retention strategies. This can help ensure that the strategies are tailored to the specific needs

and preferences of your workforce.

5. Monitor progress: Once you've implemented new strategies, monitor progress by conducting

follow-up surveys and tracking key performance indicators. This will help you assess the

effectiveness of your strategies and identify areas for improvement.

6. Continuously improve: Employee engagement and retention is an ongoing process, so it's

important to continuously improve and refine your strategies to ensure that they remain effective

over time.

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CHAPTER 8
ANNEXURE

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 ANNEXTUR
(QUESIONNAIRE)

A STUDY OF “EMPLOYEE ENGAGEMENT AND RETENTION STRATEGY”

I am a student of Mumbai University, pursuing Bachelor in Management Studies (BMS)

with HR specialization. I am currently doing a survey regarding

A STUDY OF “EMPLOYEE ENGAGEMENT AND RETENTION STRATEGY”

Please spend some of your precious time by filling up this questionnaire. Your feedback
will be kept confidential. Your answers are valuable to my research. Thank you for your
kind cooperation.

Name: -

Gender
Male
Female
Other

1. How long you working in this organization?

1-4 Year's
5-10 Year's
More than 10 Year's

51 | P a g e
2. Providing opportunities for growth and development can help employees feel
valued and invested in their careers?
Agree
Disagree
Neutral.

3. Any training and development program conducted in your organization?

Yes
No

4. How often training programs conducted in your organization?

Monthly
Once in six months
Yearly
Never

5. Do feels valued in your organization?

Yes
No
Maybe

6. To attract and retain top talented employee’s organizations need to offer

competitive benefit package?
Strongly agree
Agree
Disagree
Neutral

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7. Do your organization offers competitive compensation and benefits?
Yes
No
Maybe

8. Which type of working environment feels in your organization?

Positive
Supportive
Both positive and supportive
Negative

9.Do your organization Reward employee for their achievements?

Yes
Somehow
Never

10. Providing clear career paths and opportunities for promotion can help employees
feel valued and invested in their careers?
Agree
Disagree
Neutral

11. Encouraging open communication and feedback can help employees feel heard
and valued?
Agree
Disagree
Neutral

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12. Do your organization encourage open communication & feedback?
Yes
No
Maybe

13. How often employee surveys conducted in your organization?

Monthly
Once in six months
Yearly
Never

14. open-door policies allow employees to voice their concerns and ideas?
Agree
Disagree
Neutral

15. Do your organisation provides flexible working hour?

Yes
No
Sometimes

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 CHAPTER 9
BIBLIOGRAPHY

55 | P a g e
 REFERANCE

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3. Fiedler, F. E., & Chemers, M. M. Mahar. L. (1977): Improving Leadership Effectiveness: The Leader
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4. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work.

Academy of Management Journal, 33, 692-724

5. Priya, V. K. (2015). An Impact of Training on Employee Productivity and Development.

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organizational Psychology 1, no. 1 (2008): 3-30.

7. Richman, A., 2006, “Everyone Wants an Engaged Workforce How Can You Create It?” Work span,
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8. Robinson D, Perryman, S. & Hayday, S. (2004). The Drivers of Employee Engagement the Drivers of
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10. Saks, A. M., 2006, ‘Antecedents and consequences of employee engagement’, Journal of Managerial
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56 | P a g e
14. Sheetal Yadav and Kishore Kumar morya (2019) “A study of employee engagement and its impact on
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