Chapter-I: 1.1 Retention

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CHAPTER-I
INTRODUCTION
Employee with the labor market at its tightest in recent memory, the talk of the
town seems to be attracting top talent to a company. But what a company does to
retain that talent, and the talent it already employs, is arguably more important than
attraction. In recent times, employee’s retention has become one of the leading
challenges for organizations. Given today's weak company loyalty, employees are
increasingly "jumping ship" for better job opportunities elsewhere. The issue isn't
simply losing a key member of your team; there is also the hassle-and cost-of
replacement. It is obvious that employee’s retention is one of the most pressing
issues that Human Resource Professionals face today. Organizations have come to
realize the critical strategic implications of losing their best people. Employee’s
turnover is assuming crisis proportions for many employers who struggle to retain
people in the tightest labor markets in recent memory.
1.1 RETENTION
"Employee retention is the conscious and deliberate effort to retain quality

individuals on the company payroll. Stated otherwise, it is the proactive methods
utilized by successful organizations to stop the drain of company profits caused by
excessive employee turnover". HERMAN*
"Employee retention is not some externally generated set of activities or metrics

that have a life of their own and that are applicable to every circumstance.
Effective employee’s retention is something that is very specific to each individual
organization.
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KEY RETENTION STRATEGY
● Compensation, mainly incentives 20%

● Work environment 28%
● ESOP 20%
● Quality of job 15%
EFFECTIVE RETENTION STRATEGIES
On effective employee retention strategies Aldrich’s Nancy’s explains various

strategies as follows,
Retention needs to be looked at differently. The first step towards management of

employee retention begins with acceptance of the reality that today it is not the
company, which determines the movements of its employees but the market. The
reason for such a conclusion is simple. It is not too impossible for a single
company to counter the pull of the market. Instead of attempting to minimize
migration, the management practices must aim at influencing those who leave and
at what time.
Acceptance of the reality thus enables the management to develop a focused

retention program duly accompanied by an effective contingency plan for filling
the prospective gaps in skills. An honest assessment of an organization’s need for a
set of employees to remain with the company makes it clear as to which group
should be handled with what concern for retaining them. Once this analysis is over
and the management identifies who is to be retained for how long, it can customize
retention practices to encourage employees to stay loyal to the organization. Some
such practices could be:
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1.2 COMPANY PROFILE
vistonsoft Technologies established in the year 2005, having its Head office in
India. They specialize in consulting and staff augmentation, IT project
outsourcing, offshore software development services, and IT project
management. With the unique Global Delivery Model, experienced consultants
and software development services, They will commit to help the customers
build highly qualitative, timely delivered and cost effective services.
Nibav Lifts is an emerging leader in enterprise and web-enabled solutions

that allow corporations to operate more efficiently, quickly bring products to
market, and rapidly achieve their business objectives. Guided by a philosophy of
attracting and retaining professionals who possess well-rounded domain and
technical expertise, Nibav Lifts builds teams of focused professionals who
capitalize on their combined experiences to deliver innovative, practical
solutions.
The proven software development methodology includes a focus on key

business drivers, an emphasis on analysis, and reusable design elements.
Vistonsoft is a full spectrum Software Solutions and a Managed Services

Company. The services from Optimum are designed to deliver Enterprise Client-
Server/ Multi-tier and Web based solutions across the entire value chain,
spanning on-site consulting services to turnkey software projects.
They have over 100 consultants working with us and have developed into a
rapidly growing, highly competitive and responsive firm with strong
management, technical and financial resources and commitment to fully serve its
clients.
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Professional Services- They have been providing IT consulting professionals to

major national and local firms, Fortune 1000, software integrator and software
development companies, and major national and local consulting firms.
Managed Services- the Managed Services group focuses on the comprehensive

services on a managed mode- where the responsibility of delivery and Service
Levels are undertaken by Optimum for providing a strong value to the
customers. This Service enables organizations to optimize overheads and realign
focus of their internal resource towards core competency and value addition
areas of the organization.
They offer world-class enterprise wide solutions to optimize and enable business
processes and information flow through IT integration. The team of consultants
has expertise in different industry verticals with specific functional domain and
expert IT skills.
They are focused on helping enterprises leverage technology to achieve

business goals in:
IT & Systems integration

Application development and maintenance
A feature of the offering is the astounding levels of accuracy They help you
achieve. A major reason for the success is the in-house team of highly
qualified and well experienced professionals. The team brings in the
requisite expertise in process, technology, and operational capabilities that
delivers excellent quality.
The deep domain knowledge combined with the unique delivery model and
deployment of cutting-edge technology ensures high quality. The
competent project management and service delivery teams deliver
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solutions with smooth interactions, leaving no scope for ambiguities and

misunderstandings.
The cost effective and efficient consulting services result in value

enhancement and high return on investments.
Project
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Web designing and development
Domain management & hosting
Web 2.0 Portal development and support
Animation and multimedia
Web enabled application / product development
Resource outsourcing
Enterprise solutions
IT Solutions
Quality solutions
Staffing
Vistonsoft provides software services to improve your product operations

for better business value. They enable you to reduce time-to-market,
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expand innovation capacity, optimize asset utilization and enhance

productivity through the engineering services. The services address the
complete engineering value chain, spanning various industry verticals.
Vision
Vistonsoft strives for excellence in everything they think, say and do.
Quality:Nibav Lifts are dedicated to achieving the highest levels of quality in

everything they do to delight customers, internal & external, every time.
Respect for the Individual:Nibav Lifts uphold the self esteem and dignity of each
other by creating an open culture conducive for expression of views and ideas
irrespective of hierarchy.
Innovation & Continuous Learning:Nibav Lifts creates an environment of

innovation and learning that fosters, in each one of us, a desire to excel and
willingness to experiment.
Collaboration & Teamwork:Nibav Lifts seeks opportunities to build

relationships and leverage knowledge, expertise and resources to create greater
value across functions, businesses and locations.
Harmony & Social Responsibility:Nibav Lifts take utmost care to protect the
natural environment and serve the communities in which they live and work. Their
business practices are guided by the highest ethical standards of truth, integrity
and transparency.
Mission
Vistonsoft long-standing commitment to high standards of corporate governance

and ethical business practices is a fundamental shared value of its Board of
Directors, management and employees. The Company's philosophy of corporate
governance stems from its belief that timely disclosures, transparent accounting
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policies, and a strong and independent Board go a long way in preserving

shareholders trust while maximizing long-term shareholder value.
Good corporate governance flows out of the commitment of the Management and
the Board of Directors. When the commitment is backed by the fundamental
beliefs of maximizing value for stakeholders; transparent actions in the business;
values of a corporate; and mutual trust amongst all constituents of the business, the
organization transforms itself into a higher plane of leadership. The forward-
looking approach ofNibav Lifts has always helped it, in achieving the desired
results. This approach has transformed the company's culture to one that is
relentlessly focused on the speedy translation of scientific discoveries into
innovative products.
Vistonsoft's commitment towards Corporate Governance started well before law
mandated such practices. The company has identified and established its core
purpose, mission and core values for achieving corporate excellence.Nibav Lifts
believes in crafting an environment where the parameters of conduct and behavior
of the company and its management is constantly aligned with the business
environment.
Welfare Measures
At Vistonsoft, the safety, health and physical well being of people represent
an important driver of its sustainability. It guarantees an environment in
which the intellectual capital is adequately protected at all times, serving as
an inducement for others to join.
This sets into motion a virtuous cycle of insight retention, driving
sustainability in the process. This safety aspect has been captured in the
incidence and frequency rates comprising a part of the Safety, Health and
Environment report. As a forward-looking organization, they are also
encouraging the reporting of near misses with a view to eliminate the root
causes of accidents, representing the base of the safety pyramid.
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They have also implemented an internal guideline for contractor safety, a

training manual for contract workers covering job safety, tool inspection
and other initiatives.
As an additional initiative, all the manufacturing locations are adequately
equipped with occupational health centers. Medical checks are carried out
regularly and workplace monitoring is a routine activity, to ensure that
exposure limits are not exceeded.
Vistonsoft Technologies is a software development and web

development company which offers world class application development
services and an unparalleled business consulting services. Our
comprehensive portfolio of services includes Software
Development, Web Development, Web Designing, Web Hosting and
Technology
Staffing,
With our expertise developed through profound experience, we help
businesses to bridge the gap between their business and information
technology driven goals.
Periodical workshops offer soft skills training programmes to our corporate
executives. As a web development and web designing company, we have
been redefining the market standards with utmost consistency.
Vistonsoft Technologies is powered by skill professionals and driven by

its mission to create values to all its clients. Our forte is the well qualified
programmers and the innovative methodologies used to provide software
development of international standards.
SERVICES:
1. Software development
2. Web development
3. Web designing
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4. Web hosting
5. Technology staffing
1.3 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
To have an understanding of the employees retention strategies
adopted atNibav Lifts Technologies and to study the issues related to it.
SECONDARY OBJECTIVES
● To study the employees’ awareness and knowledge about
growth strategies adopted byNibav Lifts Technologies to retain
the employees.
● To assess the effectiveness of Environmental strategies in
retaining the employees.
● To identify the impact of compensation strategies in retaining
the employees.
● To understand the role of support strategies in retaining the

employees.
● To provide suitable suggestions to retain the employees atNibav

Lifts Technologies.
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1.4 NEED FOR THE STUDY:
Employee retention is the conscious and deliberate effort to retain quality

individuals on the company payroll. Stated otherwise, it is the proactive
methods utilized by successful organizations to stop the drain of company
profits caused by excessive employee turnover. In the globally competitive
and challenging business scenario the success of an organization will be to
a great extent, influenced by the human resources. The need for the study is
as follows:
To understand the effectiveness of employment strategies inNibav Lifts

Technologies.
1. To find out the effective ways to improve the present employee

retention strategies.
2. To find out the issues related to employee retention strategies
adopted inNibav Lifts Technologies.
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1.5 SCOPE OF THE STUDY
The scope for the study is explained as follows:

1. This study helps the organization to find the effectiveness of
retention strategies adopted inNibav Lifts Technologies.
2. This study helps to make decisions regarding the improvement in
the retention strategies.
3. This study focuses on understanding employee awareness and
knowledge about the employee strategies.
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1.6 LIMITATIONS OF THE STUDY
● The findings of the study are subjected to bias and prejudices of the
respondents.
● Time factor can be considered as a main Limitations
●The findings of the study are solely based on the information provided by
the respondents.
●The accuracy of findings is limited by the accuracy of statistical tool used

for analysis.
●Findings of the research may change due to are ,demography ,age condition
of economy .
CHAPTER 2
REVIEW OF LITERATURE
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2.1 Theoretical background of the study
In order to accomplishment of the organizational goals, it is shown that the attraction and
retention of employees is an outstanding task to be done. This study has been conducted to
look over the alternate paths which contributes to Employees Attraction and Retention.
The employee/employer relationships is affected because of highly changes in global

economics, Technology change etc. If once we lost the talented employee then it is very
harmful or damaging to the organizations future, because of the dissatisfaction, the
outstanding employees may tend to leave the organization. When the trials of retention of
employees is done within the organization then they need to face other challenges like
demand in higher wages etc.
2.2 Literature Review:
Hassan (2011), states that in each and every organization the employees attraction and
retention is very important task to be done. Therefore only one industry is focused in this
paper i.e., leather industry which is in Pakistan. This industry is Pakistan’s 3rd most biggest
export income earned section. Annually the turnover rate of the Pakistan in the leather
industry is 25-30%. It is keenly seen the 2nd level employees are mostly changes job roles for
better salary offers, and to seek more knowledge. To achieve the competitive advantage, the
maximum companies proficiency workers have to retained.
Morse (2009), concludes that since the beginning of the time, the Humour has been in the
existence. Few people declare that humour is the one of the best medicine for stress
management. It is said that the humour is fine enough for living fruitfully, then it can be good
for attraction and retention of employees? The purpose of article is to travel through extent
which the humour relates to the employee attraction and retention. There is also another
objective in this paper which is to import the importance of humour and attraction and
retention of employees I workplace. Therefore for the future researchers, the paper also
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provided them the verifiable test and it also provided the practical recommendations for
present managers with respective to its employee attraction and retention.
Umer (2011), reports that the affect of the variables i.e., betterment, the help of the
supervisor, nature of the work, and work life balance on the employees attraction and
retention is Investigated. In the country named Pakistan, fifty interviews are conducted for
BPO companies supervisors. The result of the visual survey said, these variables have
positive and significant impact on attraction and retention strategies of employees. Especially
in the country named Pakistan, the researches have done very less research with respective to
employees attraction and retention in the business process output sourcing. To the BPO’s in
Pakistan, these findings may provide some insights about the employee attraction and
retention.
Gurtoviy (2008), concludes that in the mutual agreement, it is clearly said that the delay
compensation which is a share of an uncertain future profit is manically constrained
employer to her employee. It is said that the delay recompense serves as a retention tool
which helps to keep away the insolvency. Therefore both cash as well as delay payments and
he also outlines that the firm can use these to retain personnel depends on the cost of new
credit. If the immediate bankruptcy is avoided, then the employees will become better in their
position in labour market.
Nelson (2009), states that design dimensions show the major contribution of enlightment and
the capability to perceive one hundred and fifty companies to maintain their educated
employees. The satisfaction of well educated workers is major provocation for present
companies because they compete internationally and increase their demands for these
employees, while the demographic changes of the workforce are changing rapidly in
particular, absorption, and preservation of knowledge, thus reaching an unprecedented level
of investment. While many factors affect the financial performance of the organization, this
research shows that retaining the ability of knowledge workers are appreciably coupled to
describe monetary/business presentation. The consequences of these results are cited.
Khan (2011), reports that the employee retention is an important factor for long run health of
company and success of any organization. The customer satisfaction ensures when the
organization retains its best employees and automatically the sales of the product goes high
and colleagues, reporting staff are also satisfied. In every organization now-a-days the
problems are raised in retaining employees, because of the downfall of the employees in any
organization, the attraction and retention concept has become popular. The only solution to
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increase the employee attraction is that to increase the employee contribution towards
achieving company goals.
Anis (2011), states that as everyone knows human resources are very important to each and
every organization and as part of it, the attraction and retention of the employees is essential
aspect in present word. Here the hardest thing to achieve and maintain is the human capital
talent whereas the other resources are effortlessly adjusted. Therefore, organizations are now
more concerned with attracting and retaining employees.
Organizations use HR resource techniques to maintain. With respective to maintenance

purposes, the special importance is on compensation packages after staff trainings and
development methods. We will also see how a quiet working environment helps keep
employees in check. The study is conducted in Lahore and the data collected for this purpose
only. 330 are the number of respondents in the study. For analysis, structural equation
modelling AMOS 18.0 was used. In this study, with respective to intermediate variable, a
treasure is used between the maintenance of employees and training. The results show that
maintaining long run staff after completing their training and completing them without
increasing their compensation is not desirable because the payment gets better to reflect the
capacity to complete the skills and abilities relevant to their field.
Ijaz-Ur (2011), reports that comprehensive survey for employee’s work history and loyalty in
New Zealand. It seems that the widespread view that the New Zealand Worker has used on
the current labour market is superficial. Instead, this picture is one of the rising employment
stability, because older employees get the same amount of money, supporting the idea that
there are certain evolutionary stages on the jobs of women and men. According to the reasons
for staff turnover, the study shows that the incentive to change the job is multi-dimensional:
no one explains it. The role of attracting and retaining staff and workflow supports and
maintaining high standard bond with colleagues and managers. The results show that shifting
employees is not dangerous for some people: some have a lot of benefits (like looking for
valuable upgrades), while others are heavily used. This study offers suggestions for
improving the welfare of companies that have inefficient employee income.
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Chiboiwa (2010), concludes that around the world, a number of factors are associated with an
increase in staffing levels. How to deal with people, knowing them, and achieving salary
advancements are important factors. Today, challenge for all companies is to create an
attractive strategy and maintain effective staffing that helps maintain employees who are
concerned about achieving targets. The dominant economic environment in Zimbabwe,
Formula One, always changes the practical retention strategies especially for supervisors in
the stage of the economic habitat, which is characterized by high inflation with the labour
market and the resulting migration of skills. This research is with the goal of achieve the
follow goals: identifying the cause of worker mobility in the organization, reviewing existing
organizational practice in the organization, establishing the usefulness of practice and efforts
to maintain acceptable performance. Can reduce the high staffing levels in the organization.
The qualitative research design was used by structured interviews and also a questionnaire
for all staff groups was used. The total population of the organization across the country was
3820 with a test of 2240 employees. The end of the study displays the workflow among non-
executive staff is higher. Similarly, the maximum of workers will leave the company and
ultimately, the better turnover of employees in the company is highly attributed to the
management of the weak reward system.
Whitt (2004), concludes that a mathematical model has been developed to enhance Benet’s
customer-centric call center performance by increasing work satisfaction. Call center
function “may be limited to a normal production criterion, like the no. Of replies responded
per hour or may include a wider measurement of service quality. It is assumed that a new
representative is immediately recruited to replace the alternative Each representative leaves,
and the same random variables distributed with the probable distribution of the overall factor
that depends on policy and management actions, distribution Has been. The distribution of a
stable state employee experience comes from the probable distribution of the agent using the
revision theory. A true value performance increases Avg performance as a factor of the
operating experience. Comfortable expressions The closed form for general function is
obtained as a function of the time model elements, or the distribution of the representative
retention or the presentation of the activity has a display structure. Management measures
can change the probability distribution of the agent
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Khan (2011), states that identify factors that reduce employee flows and examine the impact
of retaining strategies in the workforce. Hotel Serena, Faisalabad, Pakistan was taken as
example for this study due to its unique characterization in modern human resource
techniques. This study was based on a case study; 30 surveys and six interviews were
conducted directly with key staffers. A total of 36 out of 285 people were selected. Variables
such as human resources strategies, work environment, education and development, and more
effective compensation for recruiting and retaining staff in Serna Faisalabad were found. The
study found that management should work on cash rewards and career progression to
maintain greater control. In general, ongoing HR practice in Serena may be measured by
others to reduce sales volume.
Brown (2003), reports that non-profit organizations believe in the mission to absorb decision-
making, instructions. Frequently, mission departments are known as a powerful management
tool that can encourage workers and focus on their company. The study investigates the
behaviour of the mission in the Youth and Entertainment Service Services. Generally,
employees showed a positive view on the companies mission and this approach was
connected to employees’ satisfaction and intent to stay with the company. However,
disadvantages of money need to accept staff mission as they leave this organization. This
assumption is that the mission may be important in absorbing staff but not as much of helpful
in keeping them.
Crutchley (2008), reports that when company reward employees of insolvent company to
keep on in touch, popular press often speaks of it as greedy executives that wealth generates
the latest stock from injustice shareowners. In addition, study has shown that, on average,
maintenance board has pessimistic result before bankruptcy. However, the occurrence of
these sustained plans is on the rise. In this paper, we will review Key Attraction and
Maintenance Programs (KERPs) and economic context that allow for the settlement of a
KERP. We have not found any evidence that companies that have stated that KERPs are
being avoided by poor administration or senior chief. The actual difference between the 2
examples is that KERP companies are bigger and have more efficient industries, such as
extensive and put on the market. We come across that KERPS does not expedite bankruptcy,
but companies with KERP pay out more point on insolvency.
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Asif Khan(2011), states that the quality of internal services perceived by human resources by
attracting and recruiting staff in the mediation culture create employee satisfaction. This
study was conducted in Rawalpindi and Islamabad. To analyze the research work, data was
collected on the staff of private and public bank staff. 400 copies were collected out of 550
copies of questionnaire which distributed to various bankers. This research shows that staff
selection, staff training and development, job design, remuneration of jobseekers, and
compensation reports are very high, positive and significant for the quality of internal
services in HRM. The study also says that the quality of internal services in has a
constructive and outstanding effect on employee happiness and job happiness has a positive
and important effect on employees’ attraction and satisfaction. According to the findings of
this research, human resources development departments should look for motivation,
education and retaining high-quality employees, and this employee should hold up the
conception of ISQ. Choosing employees and rewards and recognizing them, teaching and
developing them, designing work and defining a job are the most important parts of HRM in
improving employee job satisfaction and retaining future employees.
Michaelson (2009), reports that in this altering modern economy, company must be clever to
predict scientific innovation and participate with other companies in the world. This is a need
for the ability to participate in the development of employee learning and through continuous
development. Considering the importance of attracting and retaining employees for the
performance, this study deals on organizational and personal factors that affect the attraction
and satisfaction of employees. A special interest in employee learning has been created, as
this has been preserved as a supportive task. A opinion poll was interviewed for three
hundred and forty nine employees. Interview are used to show and compute quantitative
results. The results show a very optimistic payment from the admiration and prompt of the
worker to attract and retain employees. This is consistent with previous research findings.
Skill and leadership talent have a positive relationship with the recruitment and maintenance
of employees and the level of preparedness and initiative is about learning negative with
respect to preservation.
Weiwei (2010), states that the reasons should be understood for foreign teachers who do job
at the school for demonstration. The qualitative research methodology is used to answer the
research questions proposed for this study. This included targeted random sample which is
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used for identifying the 7 participants who has gone through this phenomenon. Interview
data, document review to integrate into 2 research questions. Participants interviewed using a
deep semi-structured interview. All perceptions are classified to 9 aspects: (1) professional
education, (2) incident, (3) workplace, (4) working experiences, (5) retention reasons (6)
leaving reasons (7) The contentious FTS position, (8) trouble issues, (9) The upcoming plan.
The major findings are the recruitment and maintenance of employees for their reasons for
leaving. Regarding the issue of preservation, main reasons for this are the use of education,
good holidays, good salary, pleasant work environment. The possible reasons for leaving
discontent with executive, the communication problems in terms of cultural understanding
and personal reasons to go to their country refer to.
Sheridan (1992), reports that the maintenance roles of nine hundred and four university
alumni have been hired in 6 public accounting firms for six years. Organizational culture
values differed significantly between companies. The diversification of educational values
has had a considerable impact on the rate at which newly recruited staff ended their work
voluntarily. The relationship between employees’ performance and preservation is also
different from the values of organizational culture. It is estimated that cultural influences
have led to a difference of more than six million dollars in human resource outlay between
companies with different enlightening values. The research implications of individual
organizational issues have been discussed.
Mohanty (2009), concludes that the attractiveness and retention of employees is by far the
biggest issue that corporate leaders have caused, due to lack of skilled labour, economic
growth and staff turnover. It is essential for employers to hire known people for this, but
keeping employment is much more important. The recruitment and maintenance of
employees includes actions that encourage them to maintain the maximum time in the
organization.
Howard (2008), states that a sample pattern of twelve retention aspects was developed in
previous theory. The open-end response coding supports 24,829 workers in leisure as well as
hospitality industry and frequently mentioned reasons for job satisfaction, external gifts,
affiliate attachments, organizational commitment and organizational dignity. Developing
opportunities and organizational respect for high performers and hours of work are among
the most common reasons and external gifts from low performers and hours of employees are
very common. The company has found the importance of separating human resource
management practices when many targeted their valuable employees.
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Meek(2008), reports that considering the awareness of employee attraction and retention, 47
uses the model of high-small firms. We have found companies that provide positive working
environment, provide more freedom and flexibility for employees, employees’ involvement
in growth and opportunities, and low annual voluntary turnover (0-2%) rates; Compensation
with compensation and profit-related processes is clear and often helps employees and their
employees with them. More than 10% turnover reports for the past year have shown the
lowest frequency and richness of these sizes to their retention methods. 77 companies are part
of highend small companies, the retention of intellectual capital is the main issue. Industrial
differences between companies have been explored and theoretical and practical effects are d
Abeysekera (2007) in a study evaluated the HR practices like realistic information about job,
job analysis, work life balance and career opportunities, supervisor support and compensation
and their impact on employees’ intentions to leave which resulted that compensation and job
analysis have positive impact on employee turnover.
Hay Group (2009) stated that employee engagement includes components such as
commitment and discretionary effort. Commitment refers to employees’ attachment with an
organization and the intent to continue with. Discretionary effort refers to the employees’
readiness to leave. It is discussed that these two components must be considered seriously.
Chitra Devi and Latha (2011) conducted research on employee retention in the IT sector.
The main aim of the research is to identify why employees are migrating one from companies
to another i.e. reasons for migration and to analyze the retention benefits. Discriminant
analysis tools were used and resulted in the sector having to focus on compensation, job
satisfaction and job security as these were some of the important tools used for retention of
employees in organizations.
Kossivi and Kalgora (2016) attempted to study the various factors for retention from the
findings of various previous research studies and brought some factors such as opportunity
for development, work-life balance, compensation, style of leadership of the management,
work environment, autonomy, training & development, social support etc.
Vijayalakshmi V (2012) discussed in the study that employees-the bases of a company and
hence human resource department must focus on them by identifying why employees are
voluntarily leaving in an organization and what are all their needs relating to their growth,
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education and personal life. This approach would create a positive impact in employee
retention in organizations.
Dr.Mitra Mehta and Aarti Kurbetti and Ravneeta Dhankhar (2014) This review paper's
main objective is to identify the best practices and methods adopted by various organizations
across industries to help enhance commitment and employee retention. Focused about the
various HR practices that help employee retention and foster employee commitment in the
organization.
Marie Rose Muir and Lin Li (2014) mainly identified a theoretical framework with two
levels of turnover collective and individual turnover. They probed into each level and
elaborated on the top factors in each domain. And focused on the effects on turnover and
retention strategies are included for each factor.
Muppuri. Nagabhaskar (2014) This theoretical paper investigated motivational factors that
influence employee retention and examined their impacts on both organizations and
employees. This paper argues the motivational factors that are crucial in influencing
employee retention are financial rewards, job characteristics, career development,
recognition, management and work-life balance. This research sought to identify factors that
affect employee retention and predict ways that the organization can improve on current
practices.
N. Hemalatha and Dr. A. Savarimuthu, (2013) The main objectives of their study –
collected the opinion of the employee about the various aspects of the company. And
identified how the organization takes interest & develops approaches towards the retaining
employee. Its desirable state of existence involving retention strategies generally fall into one
of four categories: salary, working conditions, job enrichment and education.
Bidisha Lahkar Das, Dr. Mukulesh Baruah (2013) This review paper mainly analyzed
various research works that have been done in the area of employee retention. They
highlighted the various factors which affect retention initiatives in an organization. And
explore the relation between various factors and job satisfaction. They finally concluded that
still much scope remains for more exploration in the field of employee retention and it by
taking into consideration the factors like compensation practices, leadership and supervision,
career planning and development, alternative work schedule, working conditions, flexible
working hours etc.
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Toys .R (2008) analyzed comprehensive and valuable resources for all managers and HR
professionals who want to retain critical talent in their organizations. Calculating cost of
attritions and creating effective retention solutions. Retention refers to the desire of an
organization to hold on to their good employees. Retention is the other side of the
recruitment coin .However retaining qualified motivated employees is a critical issue that
will become more important for the individual employee.
Bliss (2007) and Sutherland (2004) contend that organizations lose productivity, social
capital and suffer customer defection when a productive employee quits. Knowledge, skills
and contacts that a departing employee takes out of the organization constitutes a huge loss.
These attributes are, in most cases, lost to a competitor organization that may use this to gain
competitive advantage.
Hendricks (2006) notes that employees with scarce skills are in great demand by the South
African government and becoming difficult to source. When these categories of employees
are eventually sourced, they become even more difficult for the government to retain. It is not
only, government that is finding it difficult retaining highly skilled employees.
Jane in the year (2004) has conducted the study on Trainer as retention Agent. The findings
suggested that a strategic focus on the importance of a strategic focus & delivered training
program should be made in order to enhance the organization's ability to attract & retain the
best employees leading to the success of the firm.
Ramallah (2003) Estimates the cost of employee turnover as 150% of an individual

employee‘s annual salary. This cost can be substantial especially when high profile
employees or a high number of employees are involved.
Stovel and Bontis(2002), High turnover can be detrimental to the organization‘s

productivity. This can result in the loss of business patronage and relationships, and can even
jeopardize the realization of organization.
22
23
CHAPTER-3 RESEARCH METHODOLOGY
3.1RESEARCH PROBLEM
It is in the interest of the researcher to have a thorough

understanding about the retention strategies adopted in this industry, and
the employer, employee interest in the same.
PILOT STUDY
To have a basic idea about the employee retention programme

adopted and the issues related to it a pilot study was conducted to find out
the feasibility of conducting the study atNibav Lifts Technologies,
Chennai. The researcher had a discussion with the HR Manager. This
furnished the logical basis upon which the questionnaire was subsequently
framed.
3.2RESEARCH DESIGN
As the study attempts to describe the employee retention and

analyze the employee awareness, the Descriptive Design seemed to be
most appropriate and was therefore adopted.
23
24
Since the researcher wanted to confirm employee retention

strategies adopted atNibav Lifts Technologies, on the basis of the opinion
of the executives atNibav Lifts Technologies, all the executives atNibav
Lifts Technologies formed the universe for the study. The department wise
break up of the executives (universe) at Vistonsoft
Technologies is given below for referencVistons.
3.3 Research Methodology
Descriptive research design
This includes surveys and find out the truths of different questions. It simply describes
something like the demographics of the employees. It describes the status of the proposals as
it is and study has no effect on the employees.
3.4 Hypothesis
• Ho = Retention Strategies has positive impact in attracting the employees.

• Ha = Retention Strategies has highly negative impact in attracting the employees.
3.5 Data collection methods
● Primary Data
● Secondary Data
24
25
Sampling:
Process of subset selection from total population to obtain data for studying the entire
population of this subset is considered as a sample. The sample size for study is 100. In this
method, the sample unit is selected based on randomized sampling.
3.6 Statistical Tools Used:
Percentage analysis has been utilized to analyze the data.
3.7 Limitations of the study
The study is restricted to 100 sample size only
• Primary data collection is time consuming

• The study is limited to short period only
• It was difficult to meet the respondents and gain information as they were busy with
their work
• The respondents were not open in sharing the data.
Conclusion:
This chapter deals with the structure of the research activity which is adopted to analyse and
given a brief idea about the methodology followed in the report.
25
26
3.8 SAMPLE SIZE
Even though the department wise strength of the executives was

made available to the researcher, it was not possible to adopt “Stratified
Random Sampling
”(department wise) for the selection of sampling units due to organizational
constraints. Same way it was also not possible to have a proportionate
selection of units on the basis of department wise strength. On the other
hand it was suggested by the organization to ascertain with the executives
in each department about their willingness to fill in the questionnaire and
those who are willing to do so, were asked to be included in the data
collection.
Accordingly, adopting the “Convenience Sampling” procedure, a

total of 120 respondents were covered by the study.
The confirmation at later stage regarding the executives covered by

the study and their department of work is understand to be as follows
3.9 TOOLS OF DATA COLLECTION
Questionnaire is the tool adopted by the researcher for collecting the

data. It refers to securing answers for a set of pre_constructed form of
questions to be filled in/ answered by the respondent. This method is
followed because it is
● Cost effective.
● Free from bias of the interviewer.
● Rating will be done based on the respondents own thinking.
● Enough time is available for filling the questionnaire.
● All the respondents of the study are well educated and busy.
26
27
3.10 STRUCTURE OF THE QUESTIONNAIRE
Contents of the questionnaire are divided into
● Personal data of the respondents pertaining to employee

retention.
● Environmental strategies pertaining to employee retention.
● Support strategies pertaining to employee retention.
● Growth strategies pertaining to employee retention.
● Compensation strategies pertaining to employee retention.
PRE TESTING
In order to ascertain the validity of the tool of the data collection.

Viz questionnaire, a pre testing was done by the researcher with a selected
number of five respondents from the employees of the organization. This
was essential to find out the parts of the questionnaire, which was lacking
perfection, and also it helped the researcher to identify the lacking area and
also modify some parts of the questionnaire. The exercis3.54e done in this
regard was very useful for the researcher to give the final touch towards the
questionnaire before putting it into actual study.
ANALYSIS AND INTERPRETATION
The data collected was analyzed and interpreted using a statistical

package for social sciences (SPSS). Tables were created for the various
items mentioned in the questionnaire.
27
28
ANALYSIS USING KARL PEARSON’S CORRELATION:

Correlation analysis is the statistical tool used to measure the
degree to which two variables are linearly related to each other. Correlation
measures the degree of association between two variables.
CHI- SQUARE TEST I –

A chi-squared test, also referred to as chi-square test or χ2 test, is any
statistical hypothesis test in which the sampling distribution of the test
statistic is a chi-squared distribution when the null hypothesis is true, or
any in which this is asymptotically true, meaning that the sampling
distribution (if the null hypothesis is true) can be made to approximate a
chi- squared distribution as closely as desired by making the sample size
large enough.
ONE WAY ANOVA
The ANOVA tests the null hypothesis that samples in two or more
groups are drawn from populations with the same mean values. To
do this, two estimates are made of the population variance. The
ANOVA produces an F-statistic, the ratio of the variance calculated
among the means to the variance within the samples. If the group
means are drawn from populations with the same mean values, the
variance between the group means should be lower than the
variance of the samples, following the central limit theorem. A
higher ratio therefore implies that the samples were drawn from
populations with different mean values.
PERCENTAGES
28
29
Percentages refer to a special kind of ratio. Percentages are used in

making comparison between two or more series of data. Percentages are
used to describe relationships, it is expressed as.
Percentage = (no of employees/total no of employees) 100
CHARTS:
Charts are graphic displays of data for easy understanding of
relative positions that is not always possible with descriptive words or
numbers. Types of charts commonly used in business data presentation are:
Bar and pie.
BAR CHARTS:
The bar chart is commonly used for presentation of qualitative data.
The data can be continuous or discrete data, which are plotted against
discrete data intervals. The vertical bar diagram, also called bar chart where
the length or height of bars represent the numerical value of the event or
measurement. Width or gap between the bars is of no significance to the
bar chart data, but they are uniform in a diagram.
DATA COLLECTION
Data collection was carried out atNibav Lifts Technologies. All the
120 respondents were distributed questionnaires at the workplace
itself .The researcher explained the study . On the whole all the
respondents were solicited for their help.
ANALYZED DATA AND TABULATION
29
30
The data collected was processed and tabulated. The tabulated data
was interpreted to arrive at workable conclusions. Analysis and
interpretation was made to the tabulated data.
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
4.1 ANALYSIS OF THE PERSONAL DATA
The analysis of the following tables (tables:1-4) shows the personal

data of the respondents like their age, experience, education etc.
TABLE NO.
4.1
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31
RESPONDENTS
BY AGE
Age in years Number of respondents Percent
20-25 years 18 15%
26-35 years 74 62%
36-50 years 28 23%
Total 120 100%
Interpretation:
Most of the respondents (90%) are above the age of 26 years among which a majority
of the respondents (62%) belong to the age group of 26-25 years and the remaining one third
of the respondents (23%) belong to the age group of 36-50 years of age. More than one tenth
of the respondents (15%) belong to the age group of 20-25 years.
Inference:
Majority (62%) belong to the age group of 26-25 years.
TABLE NO.
4.2 RESPONDENTS
BY THEIR SEX
31
32
Gender Number of respondents Percent

Male 98 82
Female 22 18
Total 120 100
Interpretation:
It demonstrates that more than three fourth of the respondents (82%) are men and the
remaining less than one fourth of the respondents (18%) are women.
Inference:
Majority (82%) belong to the age group of men..
TABLE: 4.3 RESPONDENTS BY THEIR EDUCATIONAL BACKGROUND
32
33
Educational Qualifications Number of respondents Percent

M.B.A. 56 47
M.S.W. 10 8
B.E./B.Tech 52 43
Others 2 1
Total 120 100
Interpretation:
It is found that most of the respondents (80%) are professionally qualified in which a vast
majority of the respondents (47%) have completed Master Business Administration and the
remaining little more than one fifth of the respondents (8%) have completed their Master
Social Work, and the other remaining one third of the respondents (43%) have completed
their B.E/B.Tech, the others respondents (1%) are not professionally qualified.
33
34
Inference:
Majority (47%) belong to Master Business Administration.
TABLE: 4.4
RESPONDENTS BY THEIR YEARS OF EXPERIENCE
.
Experience in years Number of respondents Percent

2-5 years 88 73
5-10 years 32 27
10-15 years 0 0
Total 120 100
34
35
Interpretation
The table depicts that most of the respondents (73 percent) have
had a work experience of 2-5 years, and the remaining (27 percent )of the
respondents have 5-10 years of work experience.
Inference:
Majority (73%) belong to had a work experience of 2-5 years.
ANALYSIS ON GROWTH STRATEGIES
Growth strategies deal with the personal and professional growth of

the employees. The strategy concentrates in providing the employees
adequate developmental and growth oriented opportunities.
The various strategies that constitute growth strategies are
● Establishing learning culture.

● Providing adequate, essential and effective training
programme.
● Investing in individual career planning.
● Career development policy.
The analysis of the following tables (5-14) shows the growth strategies of
the respondents.
35
36
TABLE: 4.5 VISION OF ORGANIZATION BEING COMMUNICATED

Level of agreement Number of respondents Percent
Strongly agree 2 2
Agree 108 90
Disagree 10 8
Strongly disagree 0 0
No idea 0 0
Total 120 100
Interpretation
Proper communication of vision to the employee is considered important.

Table No.5 demonstrates that most of the respondents (90%) agree that
vision of the organization is clearly communicated and the remaining (10%)
of the respondents disagree that vision of the organization is not
communicated clearly.
Inference:
Majority (90%) agree that the vision of the organization is clearly
communicated.
36
37
TABLE: 4.6
IMPORTANCE GIVEN TO PARTICIPATION IN DECISION
MAKING

Strongly agree 4 3
Agree 18 15
Disagree 66 55
No idea 4 3
Total 120 100
Interpretation
The Table No2.6 demonstrates that most of the respondents (55%) disagree that they
are not part of the decision making, and the remaining one fourth of the respondents
(23%) have strongly disagreed that they are not given a chance in decision making,
and the remaining a one third of the respondents (15%) have agreed that they were
part of decision making, and the remaining (3%) of the respondents strongly agreed
that they were part of decision making.
Inference:
Majority (55%) disagree that they are not part of the decision making, and the
remaining one fourth of the respondents.
TABLE: 4.7
REGULARITY OF JOB RELATED TRAINING
37
38

Strongly agree 12 10
Agree 80 67
Disagree 24 20
No idea 2 2
Total 120 100
Interpretation:
Training plays a vital role in developing one's personality, and it motivates

one to work effectively and efficiently. Table No2.7 illustrates that most of
the respondents (77%) agree that job related training is given regularly, and
one third of the respondents (22%) disagree that job related training is not
given properly.
Inference:
Majority (77%) agree that job related training is given regularly, and one third of the
respondents.
TABLE: 4.8 FACILITATING FREE FLOW OF COMMUNICATION BY
ORGANIZATION

Strongly agree 4 3
Agree 54 45
Disagree 46 38
Total 120 100
38
39
Interpretation
Communication is important in an organization to develop interpersonal

relationships among the employees. Table No2.8 illustrates that most of the
respondents (48%) agree that there is free flow of communication by the
organization, and the remaining (51%) disagree that there is no free flow of
communication.
Inference:
Majority (51%) disagree that there is no free flow of communication.
39
28
TABLE: 4.9 PRESENCE OF OPPORTUNITIES FOR CAREER GROWTH

Strongly agree 4 3
Agree 84 70
Disagree 32 27
Total 120 100
Interpretation
Career growth helps the employees to develop the skills, knowledge about the
work. Table No.2.9 illustrates that most of the respondents (73%) agree that
organization provides opportunities for career growth and the remaining one
third of the respondents (30%) disagree that there are less opportunities for
career growth.
Inference:
Majority (73%) agree that organization provides opportunities for career

growth and the remaining one third of the respondents .
TABLE: 4.10 PRESENCE OF OPPORTUNITIES FOR INTERNAL
PROMOTIONS

Agree 74 62
Disagree 22 18
41
No idea 6 5
Total 120 100
Interpretation
Promotions are given based on the performance of the employees. Table

No.2.10 illustrates that most of the respondents (77%) agree that there are
opportunities for internal promotions, and the remaining (23%) disagree that
there are no opportunities for internal promotions.
Inference:
Majority (77%) agree that there are opportunities for internal promotions, and
the remaining.
TABLE: 2.11
OBJECTIVE MET THROUGH MUTUAL GOAL SETTING AND PROBLEM
SOLVING
Strongly agree 8 7
Agree 46 38
Disagree 56 47
Total 120 100
42
Interpretation
Organizational objectives are met through mutual goal setting in the

organization. Table No.2.11 demonstrates that most of the respondents (55%)
disagree that there is no mutual goal setting, and the remaining (45%) agree
that objectives are met through mutual goal setting and problem solving.
Inference:
Majority (55%) disagree that there is no mutual goal setting, and the remaining.
TABLE: 4.12 EXISTENCE OF HARMONY AND SUPPORTING
RELATIONSHIP AMONG TEAM MEMBERS

Agree 68 57
Disagree 52 43
Total 120 100
Interpretation
43
A sense of awe plays a vital role in a team. Table No.2.12 illustrates that most
of the respondents (57%) agree that there is the existence of harmony and
supporting relationships among team members in the organization, and the
remaining one fourth of the respondents (43%) disagree that there is no
harmony and supporting relationship among team members.
Inference:
Majority (57%) agree that there is the existence of harmony and supporting
relationships among team members in the organization, and the remaining one
fourth of the respondents.
TABLE: 4.13 INVOLVEMENT IN PROMOTING BRAND IMAGE OF THE
ORGANIZATION

Strongly agree 10 8
Agree 78 65
Disagree 6 5
Total 120 100
Interpretation
Brand is the one which promotes the image of the organization. It demonstrates
that most of the respondents (73%) agree that they promote the brand image of
the organization and the remaining (27%) disagree that they don’t involve
themselves in promoting the image of the organization.
Inference:
44
Majority (73%) agree that they promote the brand image of the organization
and the remaining.
TABLE: 4.14 DEMONSTRATION OF IN TOLERANCE FOR POOR
PERFORMANCE

Strongly agree 8 7
Agree 66 55
Disagree 22 18
Total 120 100
Interpretation
Poor performance reflects on the development of the employees. It is hindrance

for his career development; It demonstrates that two third of the respondents
(62%) agree that poor performance cannot be tolerated and the remaining
(38%) of the respondents disagree that poor performance is not to be tolerated.
Inference:
Majority (62%) agree that poor performance cannot be tolerated.

INFERENCE ON GROWTH STRATEGIES
From the above tables it is inferred as follows,

45
● Table no.2.5 depicts that most of the respondents agree that vision of
the organization is communicated clearly.
● Table no.2.6 illustrates that the majority of the respondents are not
given importance in decision making.
● Table no.2.7 depicts that most of the respondents agree that job related
training is given regularly.
● Table no. 2.8 illustrates that there is no free flow of communication.
● Table no.2.9 depicts that there are opportunities for career growth.
● Table no.2.10 depicts that predominant number of agree that there are
opportunities for internal promotions.
● Table no. 2.11 illustrates that organizational objectives are met through
mutual goal setting.
● Table no.2.12 illustrates that most of the respondents agree that there is
existence of harmony and supporting relationships among team
members.
● Table no.2.13 depicts that they play a vital role in promoting brand
image of the organization.
● Table no.2.14 illustrates that poor performance cannot be tolerated.
ANALYSIS ON ENVIRONMENTAL STRATEGIES
Environmental strategies refer to creating and maintaining a

workplace that attracts and nourishes employees. Environmental strategies
address the ethics values foundation upon which the organization rests; the
overall goal is to make your company a place where people want to come to
work.
The various components that form the part of the environmental strategies
are
● Brand image of the organization.

● None tolerate subpar performance.
46
● Clarify your mission.

● Make work fun.
● Ambient work infrastructure and atmosphere.
● Geographic locations.
● Professionalism in work.
● Flat structured organization.
The analysis of the following tables (15- 22) shows the Environmental
strategies of the respondents.
47
TABLE: 4.15 PRESENCE OF FLAT STRUCTURED AND TRANSPARENT

ORGANIZATION

Agree 16 13
Disagree 38 32
No idea 16 13
Total 120 100
Interpretation
It depicts that most of the respondents (31%) agree that there is flat structure
and transparency in the organization, and the remaining (55%) disagree that
there is no flat structured and transparency in the organization, and the
remaining (13%) have no idea regarding organizational structure.
Inference:
Majority (55%) disagree that there is no flat structure and transparency in the
organization.
TABLE: 4.16 AMBIENT WORK INFRASTRUCTURE AND ATMOSPHERE

Agree 76 64
Disagree 10 8
Total 120 100
48
Interpretation
Infrastructure is the one which supports the employee to work better. It depicts
that two third of the respondents (89%) agree that they have ambient work
infrastructure and atmosphere, and the remaining (11%) disagree that they are
not comfortable with infrastructure.
Inference:
Majority (89%) agree that they have ambient work infrastructure and
atmosphere.
TABLE: 4.17
ACCEPTABLE GEOGRAPHIC LOCATIONS FOR WORK
Agree 64 53
Disagree 20 17
No idea 4 3
Total 120 100
49
Interpretation:
Location is important for an employee to work.It demonstrates most of the

respondents (66%) agree that they are provided with a good location for work,
and the remaining (31%) disagree that they are not provided with comfortable
locations for work.
Inference:
Majority (66%) agree that they are provided with a good location for work
TABLE: 4.18 PRACTICE OF PROFESSIONALISM AT WORK

Agree 20 17
Disagree 46 38
Total 120 100
Interpretation
Professionalism plays a vital role in imparting what we learnt.It Demonstrates

that two third of the respondents (83%) disagree that professionalism is not
practiced at work, and the remaining (17%) of the respondents agree that
professionalism is practiced at work.
Inference:
Majority (83%) disagree that professionalism is not practiced at work.

TABLE: 4.19 FUN AND ENJOYMENT AT WORK
50
Agree 76 63
Disagree 18 15
Total 120 100
Interpretation
Nowadays work has become fun, so that there would be full involvement in the
job. It depicts that most of the respondents (78%) agree that they enjoy their
work, and the remaining (22%) of the respondents disagree that there is no
enjoyment at work.
Inference:
Majority (78%) agree that they enjoy their work, and the remaining (22%) of
the respondents disagree that there is no enjoyment at work.
TABLE: 4.20 PROMOTIONS ON PERFORMANCE BASIS

Agree 64 53
Disagree 28 23
Strongly Disagree 12 10
Total 120 100
51
Interpretation
Promotions is one which motivates the employees to work better, and it is like
that of a reward given to the employees.It demonstrates most of the respondents
(67%)agree that promotions are based on performance basis, and the remaining
(33%)disagree that promotions are not given ,based on performance basis.
Inference:
Majority (67%) agree that promotions are based on performance basis.

TABLE: 4.21 RECOGNITION FOR HARD WORK AND TALENT
Agree 84 70
Disagree 10 8
Total 120 100
Interpretation
52
Hard work is one which plays a vital role in organization.It depicts two third of
the respondents(90%) have agreed that there is recognition for hard work and
talent, and the remaining (10%) disagree that there is no recognition for hard
work.
Inference:
Majority(90%) of the respondents have agreed that there is recognition for hard
work and talent.
TABLE: 4.22 MERIT AND PERFORMANCE ARE BASIS OF
ORGANIZATIONAL REWARD

Agree 42 35
Disagree 18 15
Total 120 100
Interpretation
Organizational reward is an important aspect to motivate the employees.It
demonstrates that most of the respondents (68%) agree that organizational
rewards are based on merit and performance, and the remaining (32 %) of
respondents disagree that rewards are not given on the basis of merit.
Inference:
Majority (68%) of the respondents agree that organizational rewards are based
on merit and performance.
SUPPORT STRATEGIES
All support strategies from three basic principles

53
People want to excel.

People need adequate resources to get the job done.
People need moral and mental support from you and your
managers. The support strategies involve the following
components
● Accountable roles and responsibilities.

● Giving people productive and challenging work.
● Adjusting jobs to fit strength, abilities and talents to employees.
● Offering enough authority to get a job done.
The analysis of the following tables (23-29) shows the Support strategies of
the respondents.
TABLE: 4.23 ORGANIZATIONAL SUPPORT FOR HIGH ACHIEVERS

Agree 50 42
Disagree 40 33
Total 120 100
Interpretation
54
Task oriented employees are always recognized by the organization.It depicts

that most of the respondents (65%)agree that organization supports high
achievers and the remaining one third of the respondents (35%) disagree that
there is no support for high achievers from the organization.
Inference:
Majority (65%) agree that organization supports high achievers and the
remaining one third of the respondents.
TABLE: 4.24 ENCOURAGEMENT ON TEAM REWARD THAN INDIVIDUAL
REWARD
Strongly agree 10 8
Agree 62 52
Disagree 48 40
Total 120 100
Interpretation
Teamwork plays a vital role in the organization. Table No.2.24 demonstrates

two third of the respondents (60%) agree that organization encourages team
reward, and the remaining (40%) of the respondents disagree that organization
don’t encourage team rewards.
Inference:
Majority (65%) agree that organization supports high achievers and the
remaining one third of the respondents.
TABLE: 4.25
REWARDS COMMENSURATE TO PERFORMANCE AND CONTRIBUTION

55
Agree 52 43
Disagree 40 34
Total 120 100
Interpretation
Performance plays a vital role in the organization. The Table No.2.25

demonstrates one third of the respondents (58%) agree that organization
encourages reward for performance, and the remaining (42%) of the
respondents disagree that organization don’t encourage rewards.
Inference:
Majority (58%) agree that organization encourages reward for performance. .

TABLE: 4.26 PROMOTING TEAM BONDAGE
Agree 12 10
Disagree 54 45
Total 120 100
Interpretation
Organization plays a important role in promoting team bondage and a sense of

awe feeling among the employees The Table No.2.26 depicts that most of the
respondents (75%) disagree that they are not involved in promoting team
bondage A , and the remaining (25%)of respondents agree that they promote
team bondage in the organization.
56
Inference:
Majority (75%) disagree that they are not involved in promoting team bondage
A. .
TABLE: 4.27
CELEBRATING
LONGEVITY
Level No.of respondents %
Agree 28 23
Disagree 16 14
Total 120 100
Interpretation:
The relationship between employee and employer is very important in an

organization; the relationship between them should be mutual to celebrate
longevity. The Table No.2.27 demonstrates that most of the respondents (63%)
disagree that they don’t celebrate longevity, and the remaining one third of the
respondents (37%) agree that they celebrate longevity.
Inference:
Majority (63%) disagree that they don’t celebrate longevity, and the remaining
one third of the respondents.
57
TABLE: 2.28
RESPECT FOR INDIVIDUAL SELF DIGNITY
Agree 88 73
Disagree 12 10
Total 120 100
Interpretation:
In an organization everyone is respected The Table No.2.28 demonstrates that

most of the respondents (83%) agree that individual self dignity is respected,
and the remaining (17%) of the respondents disagree that self dignity is not
respected.
Inference:
Majority (83%) agree that individual self dignity is respected.

TABLE: 4.29 ENCOURAGING EMPLOYEES TO VOICE OPINIONS
WITHOUT FEAR REPRISAL
Agree 44 37
58
Disagree 58 48
Total 120 100
Interpretation:
Employees have the right to voice their grievance to the management The Table
No.2.29 demonstrates that most of the respondents (53%) disagree that
employees are not allowed to voice their opinions without fear, and the
remaining (47%) agree that they are allowed to convey their grievance to the
management.
Inference:
Majority (53%)disagree that employees are not allowed to voice their opinions
without fear.
COMPENSATION STRATEGIES
Compensation strategy covers the broad spectrum of total

compensation, not just base pay and salary. It includes both financial and non
financial components. The various components that constitute the
compensation strategies are
● Attractive and competitive pay and package.

● Reward system to stimulate employee involvement.
● Flexible benefits to respond to changing workforce.
59
● Providing employees stock options.

● Providing periodical perks and incentives.
The analysis of the following tables (30-34) shows the Compensation

strategies of the respondents.
60
TABLE: 4.30 ORGANIZATION PROVIDES ATTRACTIVE AND

COMPETITIVE PAY

Agree 86 72
Disagree 20 16
Total 120 100
Interpretation:
Pay is the one which makes the employee stay The Table No.2.30 demonstrates
two third of the respondents(84%) agree that they are provided with attractive
pay package, and the remaining (16%) disagree that they are not satisfied with
the pay package.
Inference:
Majority (84%) agree that they are provided with attractive pay package.
TABLE: 4.31 INTRODUCTION OF REWARD SYSTEMS TO STIMULATE
INVOLVEMENT
Level of Number of respondents Percent
agreement
Agree 52 43
Disagree 36 30
No idea 4 3
61
Total 120 100
Interpretation:
Reward is one which motivates the employee to work better. The Table No.2.31
depicts that most of the respondents (58%) agree that the reward system
stimulate involvement, and the remaining (39%) disagree that they are not
provided with reward systems.
Inference:
Majority (58%) agree that the reward system stimulate involvement.

TABLE: 4.32 FLEXIBLE BENEFITS TO RESPOND TO CHANGING
WORKFORCE

Strongly agree 10 8
Agree 54 45
Disagree 40 33
No idea 8 7
Total 120 100
62
Interpretation:
The organization provides benefits to the employees to make them stay. The
Table No.2.32 demonstrates that most of the respondents (53%)agree that the
organization provides flexible benefits to the employees and the remaining
(40%) disagree that they are satisfied with benefits provide to them.
Inference:
Majority (53%) agree that the organization provides flexible benefits to the
employees.
TABLE: 4.33 PROVIDING EMPLOYEE STOCK OPINIONS

Strongly agree 4 3
Agree 54 45
Disagree 24 20
No idea 38 32
Total 120 100
Interpretation:
63
Suggestion scheme is one which allows the employee to participate in the

organization activities. The Table No.2.33 demonstrates that most of the
respondents (48%) agree that they are part of the suggestion scheme, and the
remaining (20%) of the respondents disagree that they are not part of the
scheme, and the remaining (32 percent) of the respondents have no idea
regarding the suggestion scheme.
Inference:
Majority (48%) agree that they are part of the suggestion scheme.
TABLE: 4.34 PROVIDING PERIODICAL PERKS AND INCENTIVES

Strongly agree 4 4
Agree 70 58
Disagree 34 28
Total 120 100
Interpretation:
Incentives is one which makes the employees to work effectively and
efficiently
The Table No.4.34 demonstrates that most of the respondents (62%) agree that
the organization provides periodical perks and incentives and the remaining
(38%) disagree that they are not provided with incentives.
Inference:
Majority (62%) agree that the organization provides periodical perks and
incentives. .
64
CHI- SQUARE TEST I –
Chi-square is the sum of the squared difference observed (o) and the expected
(e) data (or the deviation, d), divided by the expected data in all possible
categories.
Null hypothesis (Ho):

There is no relationship between the Experience and
Promotions on performance basis.
Alternate hypothesis (H1):

There is a relationship between the Experience and Promotions on a
performance basis.
Case Processing Summary
Cases
Valid Missing Total
N Perce N Perce N Perce

nt nt nt
EXPERIENCE *
100.0
PROMOTIONS ON 120 99.2% 1 0.8% 121
%
PERFORMANCE
BASIS
EXPERIENCE * PROMOTIONS ON PERFORMANCE BASIS Cross

Tabulation
65
PROMOTIONS ONCE Total

PERFORMAN
BASIS
Strongly Agree Disagree Strongly
agree Disagree
Count 7 62 14 0 83
% within 8.4% 74.7 16.9 0.0% 100.0

EXPERIENCE % % %
2-5 % within 100.0 100. 48.3 0.0% 69.2%
year PROMOTIONS ON % 0% %
s
PERFORMANCE
BASIS
% of Total 5.8% 51.7 11.7 0.0% 69.2%
EXPERIAN % %
CE Count 0 0 15 22 37
% within 0.0% 0.0 40.5 59.5% 100.0
EXPERIENCE % % %
5-10 % within
year s PROMOTIONS ON
0.0 51.7
PERFORMANCE
0.0% % % 100.0% 30.8%
BASIS
0.0 12.5
% of Total
0.0% % % 18.3% 30.8%
Count 7 62 29 22 120
% within 51.7 24.2 100.0
Total 5.8% 18.3%
EXPERIENCE % % %
% within
PROMOTIONS
100.0 100. 100.0 100.0
ON
PERFORMANCE BASIS % 0% % 100.0% %
51.7 24.2 100.0
% of Total 5.8% 18.3%
% % %
66
Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 86.045a 3 .000

Likelihood Ratio 108.095 3 .000
Linear-by-Linear
79.204 1 .000
Association
N of Valid Cases 120
a. 2 cells (25.0%) have expected count less than 5.

The minimum expected count is 2.16.
67
Degree of Freedom= (r-1) *(c-1)

=
2*3= 6 Calculated
value = 86.045
Tabulated value = 1.635
Z = Z cal >Z tab
Z= 86.045>1.635
Hence, the Alternate hypothesis [H1] is accepted
INFERENCE:
Since the calculated value is greater than the tabulated value, we accept
the alternate hypothesis and hence there is a relationship between the
Experience and Promotions on performance basis.
68
ONE-WAY ANOVA CLASSIFICATION

Null hypothesis (Ho):
There is a significant difference between the Practice of professionalism at
work and Fun and enjoyment at work.
There is no significant difference between the Practice of professionalism
at work and Fun and enjoyment at work.
Descriptives
PRACTICE OF PROFESSIONALISM AT WORK
N Mean S.D Std. 95% Min Max
Err Confidence
Interval for
Mean
Low Up
Strongly .00
agree 7 1.00 .000 0 1.00 1.00 1 1
.05
Agree 78 2.35 .479 4 2.24 2.45 2 3
.00
Disagree 13 3.00 .000 0 3.00 3.00 3 3
Strongly .00
disagree 22 3.00 .000 0 3.00 3.00 3 3
.05
Total 120 2.46 .607 2.35 2.57 1 3
5
Test of
Homogeneity of
Variances PRACTICE
OF
PROFESSIONALISM
AT WORK
69
Levene df1 df2 Sig.

Statistic
129.413 3 116 .000
ANOVA
PRACTICE OF PROFESSIONALISM AT WORK

Sum of df Mean F Sig.
Squares Square
Between
26.138 3 8.713 57.249 .000
Groups
Within Groups 17.654 116 .152
Total 43.792 119

70
Tabulated value = 3.95
Calculated value= 57.249
F = F cal >F tab F= 57.249> 3.95

Hence, the Alternate hypothesis [H1] is accepted.
INFERENCE:
The calculated value of F is greater than the tabulated value. Hence, we reject
the null hypothesis and conclude that there is no significant difference between
the Practice of professionalism at work and Fun and enjoyment at work.
ANALYSIS USING KARL PEARSON’S CORRELATION
Correlation analysis is the statistical tool used to measure the degree to

which two variables are linearly related to each other. Correlation measures the
degree of association between two variables.
Null hypothesis (H0):
There is a positive relationship between the Recognition for hard work and
talent and Organizational support for high achievers.

There is a negative relationship between the Recognition for hard work and
talent and Organizational support for high achievers.
Correlations
71
RECOGNITI ORGANIZATIONAL HIGH

ON FOR SUPPORT FOR
HARD ACHIEVERS
WORK AND
TALENT
Pearson
1 .747**
RECOGNITION Correlation
FOR HARD WORK Sig.
.000
AND TALENT (2-tailed)
N 120 120
Pearson
.747** 1
ORGANIZATIONAL Correlation
SUPPORT FOR Sig.
.000
HIGH ACHIEVERS (2-tailed)
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
r= .747
INFERENCE:
Since r is positive, there is positive relationship between the Recognition for
hard work and talent and Organizational support for high achievers.
72
CHAPTER V
FINDINGS, CONCLUSIONS & SUGGESTIONS
FINDINGS
● The study reveals that most of the respondents (62%) fall above 26
years of age and a majority of the respondents (82%) are male.
● A great majority of the respondents (47%) are qualified M.B.A.
professionals.
● Most of the respondents (73%) have less than 5 years of work
experience.
● A great majority of the respondents (55%) are not given importance in

decision making.
•
● Most of the respondents (77%) agree that job related training is given
regularly.
● The study illustrates that (51%) there is no free flow of
communication. ● The study reveals (73%) that there are
opportunities for career growth.
● Majority of the respondents (77%) agree that there are opportunities
for internal promotions.
● The study reveals that (55%) organizational objectives are met
through mutual goal setting.
● Most of the respondents (57%) agree that there is the existence of
harmony and supporting relationships among team members.
● The study shows that (73%) of respondents play a vital role in
promoting the brand image of the organization. The study illustrates
that (62%) of respondents agree that poor performance cannot be
tolerated.
● The study illustrates that (55%) agree that there is no transparency.

73
● The study depicts that (89%) of respondents agree that they are
provided with ambient work infrastructure.
● The study illustrates that (66%) of respondents agree that they are
provided with acceptable geographic locations.
● The study reveals that (83%) of respondents agree that
professionalism is not practiced at work.
● A great majority of the respondents (78%) depicts that work is
enjoyable.
● The study illustrates that (67%) of respondents agree that promotions
are given based on performance basis.
● A vast majority of the respondents (90%) illustrates that their hard
work is recognized.
● The study shows that (68%) of respondents agree that rewards are
given based on merit and performance.
● The study illustrates that (65%) of respondents agree that

organizations support high achievers.
● On the whole the study reveals that (60%) of respondents agree that
the organization encourages team rewards.
● A vast majority of the respondents ((58%) reveals that the
organization encourages rewards based on performance.
● The study illustrates that the respondents (75%) are involved in
promoting team bondage
● A great majority of the respondents (63%) illustrates that the

respondents are not interested in celebrating longevity.
● The study depicts that (83%) of respondents agree that individual self
dignity is respected.
● The study reveals that (53%) of respondents disagree that they are not
allowed to voice their opinion.
● The study illustrates that (84%) of respondents are satisfied with the
pay.
● The study demonstrates that (58%) of respondents agree that they are
provided with reward systems.
74
● The study depicts that (53%) of respondents are satisfied with the
benefits provided.
● A great majority of the respondents (48%) demonstrates that they are
part of employee stock options.
● The study reveals that (62%) of respondents agree that the
organization provides periodical perks and incentives.
● Majority of 43.4% of my respondents are between the age group 26-35 years
and least of 9% of the respondents are above 55 years and above.
● It is clear that 54% of the respondents are male and 46% of the respondents
are female.
● Majority of 35.5% of the respondent’s designation is HR analyst and least of

only 7% are HR managers.
● In case of employee retention helps development of organization majority of

30.8% of the respondents said sometimes and least of only 9.6% of the respondents
said never.
● Are employee comfortable working with their HR team majority of 29.5% of

the respondents disagree to the statement and least of 8% of the respondents
strongly agree.
● Based on experience in their work majority of 36.2% of the respondents have

the work experience of 1-3 years and least of 15.1% of the respondents having the
work experience of more than 5 years.
● In Likert scaling question for techniques well organized in their organization

only 1% of the respondents scaled 1 and highest of 53% scaled 4.
75
● For key retention strategies majority of 34.5% of the respondents said

environment is key retention strategies and least of 10.5% of the respondents said
all the given options are key retention strategies.
● In Likert scaling least of 4% of the respondents scaled 1 and highest of

39.5% of the respondents scaled 4
● In case of implementation of 3Rs majority of 33.5% of the respondents said

sometimes and least of 7% of the respondents said never.
● Majority of 29.5% of the respondents said neutral for getting support from
their organization when facing critical situation and least of 9.5% of the
respondents strongly agree
● Least of 9% of the respondents said their job is not at all challenging and
highest of 28.6% of the respondents said very challenging
● Majority of 48.2% of the respondents disagree for does their organization

really concentrating on top talent.
● Least of only 22% of the respondents agree for open communication with their
employees.
● In case of bond process majority of 55.3% of the respondents agree
● Majority of 35.5% of the respondents said work life balance is the common
reason for employee resignation
76
● In case of increment policies least of only 5% of the respondents scaled 1
● Least of only 11% of the respondents said feedback of employees are collected
by pulse survey.
● In case of employee satisfaction least of only 8% of the respondents scaled 1

and majority of 33.2% of the respondents scaled 2 of employee satisfaction in their
organization.
● In case of top talents are rewarded and recognized on regular basis more of the
respondents are from less frequently and less respondents from occasionally.
77
5.2 SUGGESTIONS
PROVIDE MORE POSITIVE FEEDBACK:
We all know that employees need feedback to improve and to do their best work both
positive, and constructive advice. A study on Harvard Business Review shows that the ideal
ratio between positive and negative suggestions is 5.6 (positive) to 1 (corrective). Positive
feedback should be given frequently to motivate employees and to give them the
determination they need to do their best work. But constructive and corrective feedback is
also important, particularly when there’s an urgent issue that needs to be nipped in the bud.
Moving forward, become more aware of how many negative comments you’re saying to your
employees in relation to positive comments. Move the ratio towards six positive comments
for every negative comment.
Encourage Employee Creativity
Although many companies say they value creativity, they don’t necessarily have any
initiatives or policies in place to support it for example, has a 20% program in which their
employees are given the opportunity to work on side projects that interest them. Give Your
Employees an Opportunity to Grow
Many companies promote people from outside of the organization, and don’t offer ongoing
training and education for their workers. Because there is no way to advance or improve,
employees become disillusioned in their roles, and are less likely to stay. Per Sharon
Florentine at CIO, ongoing education makes employees feel valued, and gives them
something to look forward to. When there is a clearly laid-out path for advancement, your
workforce will feel like they are a critical part of the company’s success. By promoting from
within and implementing a training program, or by leveraging outside resources and tools
(such as workshops, books, online courses and videos, etc.), you can create a powerful
incentive for your team members to stay over the long haul.
78
Earn The Trust of Your Employees
Employees perform better when they trust management and the people assigning them tasks.
They are more likely to achieve the goals that are set for them when they believe in the
person that’s getting them to do the work. 46% of employees stated that a lack of transparent
leadership communication is driving them to seek new employment. Meanwhile, 79% of
highly engaged employees have trust and confidence in their leaders. If you haven’t
implemented an employee engagement program, there’s a good chance they don’t trust you
as much as you think they do. As you’re looking to create more trust with your employees, it
will be necessary to: build personal connections, emphasize honesty and transparency,
motivate your team members, give credit and shoulder blame, avoid favouritism, and
demonstrate competence in your work. Your action step: this week, make it your goal to get
to know each of your employees a little better. Have open-ended conversations with them,
and make them feel welcome and free to discuss what’s on their mind.
Include Your Employees
No one wants to feel excluded in an organization they are a part of. A new hire wants to feel
like they were hired for a reason, and that they are playing a key role in helping the business
achieve its objectives. Josh Bersin, founder and principle at Bersin by Deloitte, found that
companies who deliberately work to encourage inclusion, diversity, development planning,
and leadership development in their culture were 3.8 times more likely to be able to coach
people for improved performance, 3.6 times more able to deal with personnel performance
problems, and 2.9 times more likely to identify and build leaders. This is just one of the
stunning findings on companies that make diversity and inclusion a priority. From hiring and
leadership assessment to professional development and performance management, you will
need to take a topdown approach to a culture of inclusion, and there are no shortcuts to
getting there. Your action step: this week, have a conversation with each of your employees
individually. Or, have an open-ended strategic meeting, and ask each of your team members
what their thoughts are on their role within the company. Listen, and take note of what they
say.
79
Apart from the findings mentioned above the researcher also places the
following general suggestions for the enhancement of Employee Retention
Strategies in the organization.
Corporations invest crores of rupees in recruiting and training

employees. Retention of employees is an important issue in this highly
competitive job market. A high turnout in the industry could cause a lot of
problems. The problems begin with recruitment practices and end with
retention tools.
The suggestions given by the respondents to combat retention were:
● Reward adequately
● Recognize performance promptly
● Provide better opportunities for career growth
● Better facilities and work environment
● Respect employees/friendly environment
● Provide Job Security
80
5.3 CONCLUSION
Employee retention is a major concern for many employers; management teams of

successful organization have to realize the importance of retention its most productive
workforce. High turnover leads to loss of valuable workers whose replacement is costly.
It is important to note that a high employee turnover is normally unhealthy to an
organization’s performance as well as the productivity of other presumably loyal
employees. Moreover, turnover affects productivity of remaining employees since they
may be compelled to perform duties of more than one person or allocated duties that do
not match with their training.
Employee exit from an organization may be a subject of variant factors; however,

although some are avoidable, other factors may be too strong for the employer to
control. It is fundamental for employers to identify these factors and establish strategies
of preventing their occurrence. Primarily, turnover is attributed to lack of job
satisfaction or economic conditions. Lack of job satisfaction is mainly caused by unmet
expectations, the nature of job, corporate culture in the organization and personal
demographics. On the other hand, market conditions influence turnover through
availability of better job opportunities with improved compensation.
In order to limit harm of high turnover, employers need to utilize some strategies so as
to improve job satisfaction and hence retention. Primarily, an employer should review
his compensation packages, the workplace relationships, career and development
prospects, and support in the workplace to facilitate retention of high-performers. The
employers should offer competitive compensation packages depending on skills and
experience of their employees and duration worked. Moreover, the employers can allow
high-performers to formulate their work schedule or flexible working hours. Besides,
the employers should compensate the employees for any extra hours. Further,
employees want more independence and autonomy whenever handling their duties.
Moreover, employers can retain employees through providing career development
opportunities and training.
The workplace culture influences the productivity of employees and also the rate of
turnover. Management needs to instil a supportive culture in the workplace as it leads to
higher job satisfaction, therefore lower turnover.
81
Retaining the resources of an organization is very critical in any organization. This

assumes greater significance in an I.T firm. HR faces a challenging task of
addressing this issue. The various measures mentioned above will go a long way in
motivating and retaining the employees. As it is said, motivated and satisfied
employees reflect an organization’s wealth more than a positive balance sheet. To
get a full grasp on the causes of retention, it is an important aspect for the I.T
organizations. In addition to holding exit interviews in which companies can
compile data on why employees leave, it is important to also examine the
following:
Recruiti
ng
process
▪
Call
center
metrics
▪ Organizational structure
▪ Coaching and
career planning ▪
Ongoing
training
opportunities
▪ Organizational culture
82
By looking at the above characteristics, senior management will be

able to get to the core issues of retention and determine a strategy for
organizational change. Creating an environment where attrition is kept to a
minimum will help to improve productivity, enhance employee morale, reduce
staffing expenses and enrich the quality of service provided to customers – all
factors that contribute to a world class organization.
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87
QUESTIONNAIRE
A STUDY ON EMPLOYEE RETENTION ATNibav Lifts

TECHNOLOGIES

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1

"Employee retention is the conscious and deliberate effort to retain quality

"Employee retention is not some externally generated set of activities or metrics

KEY RETENTION STRATEGY

● Compensation, mainly incentives 20%

EFFECTIVE RETENTION STRATEGIES

On effective employee retention strategies Aldrich’s Nancy’s explains various

Retention needs to be looked at differently. The first step towards management of

Acceptance of the reality thus enables the management to develop a focused

1.2 COMPANY PROFILE

Nibav Lifts is an emerging leader in enterprise and web-enabled solutions

The proven software development methodology includes a focus on key

Vistonsoft is a full spectrum Software Solutions and a Managed Services

Professional Services- They have been providing IT consulting professionals to

Managed Services- the Managed Services group focuses on the comprehensive

They are focused on helping enterprises leverage technology to achieve

IT & Systems integration

solutions with smooth interactions, leaving no scope for ambiguities and

The cost effective and efficient consulting services result in value

Vistonsoft provides software services to improve your product operations

expand innovation capacity, optimize asset utilization and enhance

Quality:Nibav Lifts are dedicated to achieving the highest levels of quality in

Innovation & Continuous Learning:Nibav Lifts creates an environment of

Collaboration & Teamwork:Nibav Lifts seeks opportunities to build

Vistonsoft long-standing commitment to high standards of corporate governance

policies, and a strong and independent Board go a long way in preserving

They have also implemented an internal guideline for contractor safety, a

Vistonsoft Technologies is a software development and web

Vistonsoft Technologies is powered by skill professionals and driven by

1.3 OBJECTIVES OF THE STUDY

● To understand the role of support strategies in retaining the

● To provide suitable suggestions to retain the employees atNibav

1.4 NEED FOR THE STUDY:

Employee retention is the conscious and deliberate effort to retain quality

To understand the effectiveness of employment strategies inNibav Lifts

1. To find out the effective ways to improve the present employee

1.5 SCOPE OF THE STUDY

The scope for the study is explained as follows:

1.6 LIMITATIONS OF THE STUDY

● Time factor can be considered as a main Limitations

●The accuracy of findings is limited by the accuracy of statistical tool used

2.1 Theoretical background of the study

The employee/employer relationships is affected because of highly changes in global

2.2 Literature Review:

Organizations use HR resource techniques to maintain. With respective to maintenance

Ramallah (2003) Estimates the cost of employee turnover as 150% of an individual

Stovel and Bontis(2002), High turnover can be detrimental to the organization‘s

CHAPTER-3 RESEARCH METHODOLOGY

It is in the interest of the researcher to have a thorough

To have a basic idea about the employee retention programme

As the study attempts to describe the employee retention and

Since the researcher wanted to confirm employee retention

3.3 Research Methodology

Descriptive research design

• Ho = Retention Strategies has positive impact in attracting the employees.

3.5 Data collection methods

3.6 Statistical Tools Used: