EMPLOYEE RETENTION AT VIDEOCON

(A PROJECT REPORT)
Under the guidance of
Shivani Sukhija
______________________________
Submitted by
Saumya Gupta
Enrollment No. : 1208025887
______________________________
In partial fulfillment of the requirement
For the award of the degree
Of
MBA
IN
Human Resource Management

May 2014

Acknowledgement:
I am really thankful to Shivani Sukhija Faculty Mentor, under whose guidance
and assistance I was able to successfully complete my project. I owe profound
gratitude to them for giving me their valuable time, advice, guidance,
encouragement and help during the course of my project.
I would like to sincerely thank the institute also for giving me this opportunity of
taking up such a challenging project which has enhanced my knowledge about the
organization.
Last but not the least; I would like to express my deep sense of gratitude and honor
to every person who created a congenial atmosphere for successful completion of
this report.

Bonafide Certificate:

Certified that this project report titled EMPLOYEE RETENTION IN FMCG

INDUSTRY is the Bonafide work of SAUMYA GUPTA who carried out the
project work under my supervision.

Signature
(Saumya Gupta)

Signature
(Head of Department)

Executive Summary:
Introduction
These days, corporate across the world (Particularly in India) are facing a
difficult task of Employee Retention.
Once, there was a time when people use to join one company and then use to
serve that company, till the age of retirement. Such a loyalty is not seen in this
century and era. People are shifting companies at an enormously faster rate.
Over the next few years while the Baby Boomer generation (ages 40-58)
begins to retire, the much smaller Generation X (ages 25-34) will be filling those
empty jobs.
The result: there will be fewer people available in the workplace.
With this problem looming in the near future, companies must rely on employee
retention as the key objective to ensure long term stability and success of their
businesses.
Knowing why employee retention is important and how to be successful at it
must be at the top of every companys to-do-list. After all, great companies made
up of great employees.
Importance of Retention
Retaining its best employees, a company can improve customer
satisfaction, product sales, satisfied coworkers and staff, effective succession and
imbedded organizational knowledge and learning.

Losing a valuable member of its staff can cost a company much more than money.
When employees leave, often times they will take with them:Intellectual property, Relationship, Investment (time & money) , Clients or other
employees.
Each year business spend billions of dollars recruiting and replacing their
employees. It takes $7000-$14000 to replace a typical employee, and to replace a
key manager costs the same as buying a Lexus. In spite of the staggering cost, the
majority of businesses do not have a formal retention program.

TABLE OF CONTENT
Sr.No

Topic

Page No

CH1

EXECUTIVE SUMMARY

04

CH2

OBJECTIVE OF THE STUDY

07

CH3

SCOPE OF THE STUDY

08

CH4

INTRODUCTION OF THE TOPIC

09

CH5

LITERATURE REVIEW

62

CH6

RESEARCH METHODOLOGY

73

CH7

DATA ANALYSIS & INTERPRETATION

75

CH8

FINDINGS

110

CH9

LIMITATIONS

111

CH10

RECOMMENDATIONS

112

CH11

CONCLUSION

113

CH12

BIBILIOGRAPHY

114

CH13

ANNEXURE-QUESTIONNAIRE

115

OBJECTIVE OF THE STUDY

To determine the retaining and maintaining strategies..
To suggest appropriate strategies to improve employee retention and
motivation.
To assess the effectiveness of the retention polices in a big consumer durable
company as VIDEOCON.
To identify the problem in employee retention.
To identify the factors which affect the morale in order to improve their
motivation

SCOPE OF THE STUDY

Employee retention is supremely important in an organization because it is what
productivity depends on. If your employees are satisfied they would retain in the
organization for longer period of time and produce superior quality performance in
optimal time and lead to growing profits. Satisfied employees are also more likely
to be creative and innovative and come up with breakthroughs that allow a
company to grow and change positively with time and changing market conditions.
The study is done to know the following things: Reasons of employee retention.
How many employees are satisfied by their Job?
This study tells us how much the employees are satisfied and what are the
factors which affect the employees to leave the organization.
To know the strategies used by the various companies to retain their employees.

INTRODUCTION OF THE TOPIC

EMPLOYEE RETENTION

Employee retention is a process in which the employees are encouraged to

remain with the organization for the maximum period of time or until the
completion of the project. Employee retention is beneficial for the
organization as well as the employee.
Retention is more important than hiring knowledgeable people as there is no
dearth of opportunities for talented persons todays world of intense
competition.

Employee retention refers to the various policies and practices which let the
employees stick to an organization for a longer period of time. Every
organization invests time and money to groom a new joinee, make him a
corporate ready material and bring him at par with the existing employees.

5 Crucial stages of employee retention

The best way to improve your employee retention is to create a strategy that

10

you can systematically deploy which will address all of the essential
elements of staff retention. When it comes to creating a retention strategy,
there are the 5 main areas you want to have covered. This is not meant to be
an exhaustive article on each stage but rather an overview of some of the
things you want to be thinking about for each one.

Attraction
Think of being single, and putting your best foot forward to attract a date.
The more attractive you appear as a place of employment, the more
interested most qualified applicants will be. The more applicants, the more
choice, and the better chance you have of picking top-notch people. The
question is, how attractive are you? It doesnt matter how attractive you
think you are. What do others think of you? What is your brand (reputation)
as an employer? Most organizations do no have a brand because they do not
put any effort into creating one. Size does not need to stop you from creating
a brand as an employer of choice. Gone are the days where the only
marketing you did was for your product. Now also you have to give thought
to marketing your image as an employer. You may be the best place to work
on planet earth but if no one knows about you, then you will not create the
attraction you are looking for. First determine what you want to be known
for, then figure out how to get the word out. Many companies are doing
some innovative things these days to become attractive. Placing a job

11

offering in the classified section is not one of them.

Hiring
From the moment someone interviews to the time they sign a contract is the
hiring period. Often we think the hiring process only includes those we end
up hiring, but in reality, anyone who interviews for your organization is a
part of this period. Think of the hiring stage as having multiple people over
to your house for dinner, one after another. You will have far more guests
than you have spots at the table. Eventually one will be chosen. What about
the other 5 who sat down with you? As they leave your house, what will
they say about you? How you handle the applicants you rejected will do a lot
to shape your reputation as an employer. I heard of one firm offering movie
passes to anyone who took the time to come in for an interview. Its a small
touch,

but

it

makes

an

impact.

Interviews are like first dates. Both parties try to impress the other, and
because a lot is on the line, candidates have their inner radar dialed up to
spot any kind of flaw, imperfection, disorganization etc. Make sure this
process is smooth, planned, and professional. When was the last time you
took a good look at your hiring process to find ways that it could be better,
faster, and more compelling?

12

On Boarding
The first 90 days is all about connections. There are numerous studies that
show a new employee can make up their mind within the first week whether
or not they will stick around for the long haul. This is your chance to rope
them in. Most companies do a good job of supplying people with
information for their role but do a poor job when it comes to the more
important connections like relationships. Emotional connections need to be
forged quickly for a new hire. You want to make sure you connect them to
the team, to their manager, and to their role, in the context of how it affects
the company. These connections naturally happen for some but for most
people they need a little help. In my workshop on retention I outline in more
detail how to create an on-boarding plan that you can use to help cement
new hires to your organization. The key is to create a step-by-step process
that

helps

new

hires

make

those

essential

connections

early.

Length of Stay
This is really the duration that someone stays with your organization. Your
goal is to increase the length of stay for each employee. The ultimate goal is
to make your organization their last stop before retirement. This is where the
bulk of your retention efforts need to be focused. It is always more efficient
to put your energy into employee retention than employee acquisition. Take

13

care of what you have. This is where the bulk of my training is focused. You
want to create an engaging workplace, and you do that with inspiring leaders
who know how to lead people and manage projects. You want to make sure
you have a healthy culture of challenging and exciting work, great teams,
rewards and recognition, training and development, fun, and inspirational
leadership Inspiring leaders: know how to communicate and create a
compelling vision; solicit input; are enthusiastic about their role; set great
examples; foster great culture; and, sincerely care about their people.
Equipping your mid-level managers to create engaging workplaces is where
the bulk of your training time should be spent.
Departure
Everyone will leave your organization! Even you. The best-case scenario is
that people leave to retire. But for everyone else, how we say goodbye will
do a lot to affect the first point we discussed Reputation! When any
employee decides to leave a company it is never an easy decision. There are
many fears and anxieties involved as an employee severs ties. As a boss you
may be hurt, angry, bitter or maybe even happy. The key is emotional
management. If you ever want a chance of seeing them come back again,
then let them leave on a good note. If you never want them to come back
again, let them leave on a good note. Everyone that leaves your organization
on bad terms is like negative advertising for your organization. They can be
a poison that leaks into the talent pool you so desperately want to tap into. It

14

does not take much to create a process that ensures almost everyone leaves
on a good note.
You also want a way to keep in touch with those who have left. Treat them
like alumni, or extended family. If you can keep in touch occasionally via
email news bulletins or other means, you are able to keep your organization
on their minds. This is especially great when their new workplace is giving
them grief and you just happen to send them a cheery email that same day!
Keeping an alumni who left your company on good terms is like having
unpaid recruiters out in the field for you. When you need a spot to fill you
can send word out to your alumni asking if they know anyone who they
could refer for the position. Add in some kind of paid compensation for
referrals and you can build a powerful force that is always keeping your
pipeline

of

new

recruits

full.

If you can create a strategy that eventually covers each of these stages I have
mentioned, you will begin to see a dramatic difference in your retention rate.
As more people stay in your organization longer, you will see an incredible
transformation in morale, your culture, productivity and overall fun. For
starters pick something easy that you can address like a strategy for those
departing, and then move on to some of the bigger more complex issues. If
you need some ideas, give me a call.

15

Importance Of Employee Retention

Now that so much is being done by organizations to retain its employees,
why is retention so important? Is it just to reduce the turnover costs? Well,
the answer is a definite no. Its not only the cost incurred by a company that
emphasizes the need of retaining employees but also the need to retain
talented employees from getting poached
The process of employee retention will benefit an organization in the
following ways:
The Cost of Turnover: The cost of employee turnover adds hundreds of
thousands of money to a company's expenses. While it is difficult to fully
calculate the cost of turnover (including hiring costs, training costs and
productivity loss), industry experts often quote 25% of the average
employee salary as a conservative estimate.
Essentials of Employees retention process.

Hiring is not an easy process: The HR Professional shortlists few

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

An organization invests time and money in grooming an individual

16

and makes him ready to work and understand the corporate culture:
A new joinee is completely raw and the management really has to work
hard to train him for his overall development. It is a complete wastage of
time and money when an individual leaves an organization all of a
sudden.; a mere duplication of work. Finding a right employee for an
organization is a tedious job and all efforts simply go waste when the
employee leaves

When an individual resigns from his present organization, it is more

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

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

17

effectively.
Every individual needs time to adjust with others: One needs time to

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

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

It is essential for the organization to retain the valuable

employees showing potential: Every organization needs hardworking and

talented employees who can really come out with something creative and
different. No organization can survive if all the top performers quit. It is

18

essential for the organization to retain those employees who really workhard
and are indispensable for the system.
The management must understand the difference between a valuable
employee and an employee who doesnt contribute much to the
organization. Sincere efforts must be made to encourage the employees so
that they stay happy in the current organization and do not look for a
change.
TIPS FOR RETENTION

Find a good match

Long-term job retention for any client, regardless of employment barrier,
starts with helping the individual find a job that fits his or her interests, skills,
and schedule. A person who is shy or anti-social should not work in a
customer service position. A parent with young children at home typically
does not do well in jobs where work shifts change from week to week. Make
sure to ask your clients what type of work tasks and environment they think
they would like. Additionally, conduct site visits with employers before and
after your ex-offender client is hired to ensure that the workplace
environment is a good match for your client. If practical, arranging an
internship or day of job shadowing can help your client decide if he or she
enjoys the environment and tasks linked with the jobs. There are many career

19

interest assessment tools that can help individuals answer this question. For
more information about finding a good match for your client, visit our career
counselling section.

Provide intensive follow-up case management

The first three months after your client starts a new job are the most critical.
There is a significant period of adjustment and ex-offenders must now adapt
to the new, sometimes unspoken, rules of the workplace. It is possible that
something will go wrong for your client during the first three months that can
harm his or her ability to stick with the new job placement. If your client is
not a natural at creative problem solving, these unexpected circumstances
could threaten his or her ability to succeed in a new job. You should check-in
with your clients as much as possible during the first three months to help
them navigate any challenges that arise. It is also a good idea to talk to your
clients about how you will be communicating with them so that they will be
expecting your calls or visits.
Once your client has been in a job for several months and feels comfortable
with his or her surroundings, routine, and job expectations, your contact with
him or her can become less frequent. Be sure to send the message to each
client that there is an "open door policy" for calling you when problems arise
at work. Some agencies have set up job problem hotlines for clients to call
when they need to talk with a counselor about how to handle conflicts with

20

work colleagues or how to resolve other problems they have encountered.

Coordinate with probation/parole officers

By the time your ex-offender client gets a job, you have probably made
contact with his or her parole or probation officer. If you haven't yet, you
should do so immediately. It is important that the parole or probation officer
knows your client's work schedule, so that conflicting appointments can be
avoided.
Determine the employer's satisfaction
In addition to checking in regularly with your client in the beginning, you
should make contact with his or her employer. Your contact will likely be
someone in the human resource office or your clients supervisor. Ask the
following questions:

How your client is doing: Is he showing up on time?

Is she getting along with others?

Is he responding to instruction?

Is she performing her job duties well?

Most employers will appreciate this follow-up and will sometimes even call
you to intervene when something is not going well. You should continue to
reach out periodically to these employers; do not be offended if you do not
get a response. Visit our section on working with employers for more
information.

21

For ex-offenders who are in recovery, teach self-awareness and develop

relapse prevention plans.
Relapse is most typical within 30 days of release from prison. According to
"Offender Retention" by Melissa Houston, Job Retention Project Director for
the National Institute of Corrections, practitioners can improve job retention
of ex-offenders in recovery by encouraging clients to identify their relapse
triggers, rehearsing responses to high-risk situations, and developing an
employment plan that minimizes obstacles.
5 MAJOR THINGS OF EMPLOYEES RETENTION.

1) Compensation
Compensation constitutes the largest part of the employee retention
process. The employees always have high expectations regarding their
compensation packages. Compensation packages vary from industry to
industry. So an attractive compensation package plays a critical role in
retaining
Compensation

the
includes

salary

employees.
and

wages,

bonuses,

benefits,

prerequisites, stock options, bonuses, vacations, etc. While setting up

the packages, the following components should be kept in mind:
2) Salary and monthly wage: It is the biggest component of the
compensation package. It is also the most common factor of comparison

22

among employees. It includes

o

Basic wage

House rent allowance

Dearness allowance

City compensatory allowance

Salary and wages represent the level of skill and experience an

individual has. Time to time increase in the salaries and wages of
employees should be done. And this increase should be based on the
employees performance and his contribution to the organization.

Bonus: Bonuses are usually given to the employees at the end of the
year or on a festival. Economic benefits: It includes paid holidays, leave
travel

concession,

etc.

Long-term incentives: Long term incentives include stock options or

stock grants. These incentives help retain employees in the
organization's

startup

stage.

Health insurance: Health insurance is a great benefit to the employees.

It saves employees money as well as gives them a peace of mind that
they have somebody to take care of them in bad times. It also shows the
employee that the organization cares about the employee and its family.
After retirement: It includes payments that an Employee gets after he
retires like EPF (Employee Provident Fund) etc.

23

Miscellaneous compensation: It may include employee assistance

programs (like psychological counseling, legal assistance etc), discounts
on company products, use of a company cars, etc.

2) Growth and Career

Personal growth and dreams: Employees responsibilities in the

organization should help him achieve his personal goals also.
Organizations cannot keep aside the individual goals of employees and
foster organizations goals. Employees priority is to work for them and
later on comes the organization. If hes not satisfied with his growth,
hell

not

be

able

to

contribute

in

organization

growth.

Training and development: Employees should be trained and given

chance to improve and enhance their skills. Many employers fear that if
the employees are well rained, theyll leave the organization for better
jobs. Organization should not limit the resources on which organizations
success depends. These trainings can be given to improve many skills
like:

Communications skills

Technical skills

24

In-house processes and procedures improvement related skills

C or customer satisfaction related skills

Special project related skills

Need for such trainings can be recognized from individual performance

reviews, individual meetings, employee satisfaction surveys and by
being in constant touch with the employees.
3) Support
Lack of support from management can sometimes serve as a reason for
employee retention. Supervisor should support his subordinates in a way
so that each one of them is a success. Management should try to focus on
its employees and support them not only in their difficult times at work
but also through the times of personal crisis. Management can support
employees by providing them recognition and appreciation. Employers
can also provide valuable feedback to employees and make them feel
valued to the organization.
The feedback from supervisor helps the employee to feel more
responsible, confident and empowered. Top management can also
support its employees in their personal crisis by providing personal loans
during emergencies, childcare services, employee assistance programs,
counseling services.

25

Employers can also support their employees by creating an environment

of trust and inculcating the organizational values into employees. Thus
employers can support their employees in a number of ways as follows:

4) Importance of Relationship in Employee Retention Program

Sometimes the relationship with the management and the peers
becomes the reason for an employee to leave the organization. The
management is sometimes not able to provide an employee a
supportive work culture and environment in terms of personal or
professional relationships. There are times when an employee starts
feeling bitterness towards the management or peers. This bitterness
could be due to many reasons. This decreases employees interest and
he becomes de-motivated. It leads to less satisfaction and eventually
attrition.
A supportive work culture helps grow employee professionally and
boosts

employee

satisfaction.

To

enhance

good

professional

relationships at work, the management should keep the following

points in mind.

26

Respect for the individual: Respect for the individual is the must in the
organization.

Relationship with the immediate manager: A manger plays the role

of a mentor and a coach. He designs ands plans work for each
employee. It is his duty to involve the employee in the processes of the
organization. So an organization should hire managers who can make
and

maintain

good

relations

with

their

subordinates.

Relationship with colleagues: Promote team work, not only among

teams but in different departments as well. This will induce
competition as well as improve the relationships among colleagues.

Recruit whole heartedly: An employee should be recruited if there is

a proper place and duties for him to perform. Otherwise hell feel
useless and will be dissatisfied. Employees should know what the
organization expects from them and what their expectation from the
organization

is.

Deliver

what

is

promised.

Promote an employee based culture: The employee should know that

the organization is there to support him at the time of need. Show them

27

that the organization cares and hell show the same for the
organization. An employee based culture may include decision making
authority, availability of resources, open door policy, etc.

Individual development: Taking proper care of employees includes

acknowledgement to the employees dreams and personal goals. Create
opportunities for their career growth by providing mentorship
programs, certifications, educational courses, etc.

Induce loyalty: Organizations should be loyal as well as they should

promote loyalty in the employees too. Try to make the current
employees stay instead of recruiting new ones.

5) Organization Environment
It is not about managing retention. It is about managing people. If an
organization manages people well, employee retention will take care
of itself. Organizations should focus on managing the work
environment to make better use of the available human assets.
People want to work for an organization which provides:

28

Organization environment includes

Culture

Values

Company reputation

Quality of people in the organization

Employee development and career growth

Risk taking

Leading technologies

Trust

Types of environment the employee needs in an organization

Learning environment: It includes continuous learning and

improvement of the individual, certifications and provision for higher

studies, etc.

Support environment: Organization can provide support in the form

of work-life balance. Work life balance includes:

o

Flexible hours

29

Telecommuting

Dependent care

Alternate work schedules

Vacations

Wellness

Work environment: It includes efficient managers, supportive co-

workers, challenging work, involvement in decision-making, clarity of

work and responsibilities, and recognition.
Lack or absence of such environment pushes employees to look for
new opportunities. The environment should be such that the employee
feels connected to the organization in every respect.

What Makes Employee Leave?

Employees do not leave an organization without any significant reason.

There are certain circumstances that lead to their leaving the organization.
The most common reasons can be:
Job is not what the employee expected to be: Sometimes the job
responsibilities dont come out to be same as expected by the candidates.
Unexpected job responsibilities lead to job dissatisfaction.

30

 Job and person mismatch: A candidate may be fit to do a certain

type of job which matches his personality. If he is given a job which
mismatches his personality, then he wont be able to perform it well
and will try to find out reasons to leave the job.

No growth opportunities: No or less learning and growth

opportunities in the current job will make candidates job and career
stagnant.

Lack of appreciation: If the work is not appreciated by the

supervisor, the employee feels de-motivated and loses interest in job.

Lack of trust and support in coworkers, seniors and

management: Trust is the most important factor that is required for

an individual to stay in the job. Non-supportive coworkers, seniors
and management can make office environment unfriendly and
difficult to work in.

Stress from overwork and work life imbalance: Job stress can

lead to work life imbalance which ultimately many times lead to

employee leaving the organization.

Compensation: Better compensation packages being offered by

other companies may attract employees towards themselves.

31

EMPLOYEE RETENTION STRATEGIES

The basic practices which should be kept in mind in the employee

retention strategies are :
1. Hire the right people in the first place
2. Empower the employees: Give the employees the authority to get
things

done.

3. Make employees realize that they are the most valuable asset of the
organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work and have
fun.
These practices can be categorized in 3 levels: Low, medium and high
level.

The ability to retain what is learned is obviously relevant to the

effectiveness of a training program. Many factors have been found to
increase retention. If the material presented is meaningful to trainees,

32

they should have an easier time understanding and remembering it.

Trainers can make the content meaningful by
1)Presenting trainees with an overview of what is to be learned so that
they will be able to see the overall picture,
2)Using examples, concepts, and terms familiar to the trainees
3)Organizing the material from simple to complex.
Retention also can be enhanced by rehearsal or requiring trainees to
periodically recall what they have learned through tests.

Finding And Keeping The Best Employees

To win the war for talent, managers need to be able to identify highpotential employees, make sure their talents are used, and reassure them
of their value before they become dissatisfied and leave the company.
Managers also need to be able to listen. Although new employees need
strong direction and bosses who can make quick decisions, they expect
to be able to challenge managers thinking and be treated with respect
and dignity. Because of their skills, many employees are in high demand
and can easily leave for a competitor.
Development activities can help companies reduce turnover in two
ways:
1)By showing employees that the company is investing in the
employees skill development , and

33

2)By developing managers who can create a positive work environment

that makes employees want to come to work and contribute to the
company goals.
One of the major reasons that good employees leave companies is poor
relationships with their managers . companies need to retain their
talented employees or risk losing their competitive advantage.
Development activities can help companies with employee retention by
developing managers skills.
Before one or multiple developmental approaches are used , the
employee and the company must have an idea of the employees
development needs and the purpose of development . Identifying the
needs and purpose of development is part of its planning. Employee and
company responsibilities at each step of the process are emphasized.

Retention rates among employees are related to retention rates among

both customers and investors. In fact, research has established a direct
link between employee retention rates and sales growth and companies
that are cited as one of the 100 Best Companies to work For routinely
outperform their competition on many other financial indicators of
performance. job satisfaction and retention are related to organizational
performance .firms that fail to secure a loyal base of workers constantly
place an inexperienced group of no cohesive units on the front lines of

34

their organization, much to their own detriment. Thus, this provides yet
another area where one organization can gain competitive advantage
over another.
Thus, to compare effectively, organizations must take steps to ensure
that good performance are motivated to stay with the organization,
whereas chronically low performers are allowed, encouraged, or, if
necessary, forced to leave. Retaining top performers is not always easy,
however. Recent developments have made this difficult than ever.

35

Levels of employees retention strategies:-

36

Retention Myths

The process of retention is not as easy at it seems. There are so many

tactics and strategies used in retention of employees by the organizations.
The basic purpose of these strategies should be to increase employee
satisfaction, boost employee morale hence achieve retention. But
sometimes these strategies are not used properly or even worse, wrong
strategies are used. Because of which these strategies fail to achieve the
desired results. There are many myths related to the employee retention
process. These myths exist because the strategies being used are either
wrong or are being used from a long time. These myths prevent the
employer from successfully implementing the retention strategies. Let us
learn about some of these myths

1.

Employees leave an organization for more pay:

Money may be the motivating factor for some but for many people it
is not the most important factor. Money matters more to the lowincome-employees for whom its a survival issue. Money can make
an employee stay in an organization but not for long. The factors
more important than money are job satisfaction, job responsibilities,
and individuals skill development. The employers should

37

understand this and work out some other ways to make employees
feel satisfied. When employees leave, management tries to retain
them by offering more money. But instead they should try to figure
out the main reason behind it. Issues that are mainly the cause of
dissatisfaction are organizations policies and procedures, working
conditions, relationship with the supervisor and salary, etc. For such
employees, achievement, growth, respect, recognition, is the main
concern.

2.

Incentives can increase productivity:

Incentives can surely increase productivity but not for long term.
Cash incentives, volume work targets and speed awards are old
management beliefs. They can generate work speedily and in
volumes but cant boost employee commitment. Rather speed can
hamper the quality of work produced. What really glues employees
to their work and organization is quality work, meaningful
responsibilities, recognition, respect, growth opportunities and
friendly supervisors.

3.

Employees run away from responsibilities:

38

It is a myth that employees run from responsibilities. In-fact

employees feel more responsible if they are given extra
responsibilities apart from their regular job. Employees look for
variety, greater control on the processes and authority to take
decisions in their present job. They want opportunities to learn and
grow. Management can assign extra responsibilities to their
employees and appreciate them on the completion of these tasks.
This will induce a sense of pride in the employee and will improve
the relationship between the management and the employee.

4.

Loyalty is a thing of the past:

Employees can be loyal but what they need is an employer for

whom they can be loyal. There is no reason for the employee to hop
jobs if hes satisfied with the employer.

Employee Engagement as a tool of retention

Employee engagement describes employees emotional and intellectual
commitment

to

their

organization

and

its

success. Engaged

employees experience a compelling purpose and meaning in their work and

give of their discrete effort to advance the organizations objectives.

39

It is a positive attitude held by the employee towards the organisation and its
values. An engaged employee is aware of business context, and works with
colleagues to improve performance within the job for the benefit of the
organisation. The organisation must work to develop and nurture engagement,
which requires a two-way
relationship between employer and employee.

There are three types of employees. They are as follows:-

40

Employees are one of the most important assets, but are Companies doing
everything they can to maximize the potential of this asset? The best employee
attitude studies explore all aspects of an employees working life with an
employer, covering not only what they do but also what employees think and feel
about the organization. An effectively implemented program of employee research
can become one of the most powerful strategic tools in helping the company
achieve its long-term corporate goals. To ensure the value of companys
investment in employee research, HR managers have to fully understand the
concerns, attitudes and motivations of their employees.

THE WAY IT WAS......in the past, jobs were considered desirable and
sufficient candidates could be found to fill most critical jobs. Moreover, once

41

employed, workers would often spend their entire careers in the same job. In areas
where there was turnover, new employees could be recruited easily.
THE WAY IT IS..... Today there is a high demand for workers. The supply of
qualified workers is limited and good workforce planning requires a twofold
approach of aggressive recruitment and innovative retention strategies. Retention
policies need to focus on elimination of unwanted turnover.
Employee engagement is about how people behave at work. It refers to the extent
to which people in an organization know what they have to do, and willingly give
of their discretionary effort to do that. It is the difference between people coming
to work and doing an adequate job, and people coming to work and really giving of
their best, displaying creativity and using their initiative.

42

EMPLOYEES ENGAGEMENT

43

Increasing Employee Engagement

An organizations productivity is measured not in terms of employee
satisfaction but by employee engagement. Employees are said to be engaged
when they show a positive attitude toward the organization and express a
commitment

to

remain

with

the

organization.

Organizations that believe in increasing employee engagement levels focus on

1. Culture: It consists of a foundation of leadership, vision, values, effective
communication, a strategic plan, and HR policies that are focused on the
employee.

2. Continuous Reinforcement of People-Focused Policies: Continuous

reinforcement exists when senior management provides staff with budgets
and resources to accomplish their work, and empowers them.
3. Meaningful Metrics: They measure the factors that are essential to the
organizations performance. Because so much of the organizations
performance is dependent on people, such metrics will naturally drive the
people-focus of the organization and lead to beneficial change.
4. Organizational Performance: It ultimately leads to high levels of trust,
pride, satisfaction, success, and believe it or not, fun.

44

Increasing employee engagement: Provide variety: Tedious, repetitive tasks can cause burn out and
boredom over time. If the job requires repetitive tasks, look for ways
to introduce variety by rotating duties, areas of responsibility, delivery
of service etc.
Conduct periodic meetings with employees to communicate good
news,

challenges

and

easy-to-understand

company

financial

information. Managers and supervisors should be comfortable

communicating with their staff, and able to give and receive
constructive feedback.
Indulge in employee deployment if he feels he is not on the right job.
Provide an open environment.

45

 Communicate openly and clearly about what's expected of employees

at every level - your vision, priorities, success measures, etc.
Get to know employees' interests, goals, stressors, etc. Show an
interest in their well-being and do what it takes enable them to feel
more fulfilled and better balanced in work and life.
Celebrate individual, team and organizational successes. Catch
employees doing something right, and say "Thank you."
Be consistent in your support for engagement initiatives. If you start
one and then drop it, your efforts may backfire. There's a strong
connection between employees' commitment to an initiative and
management's commitment to supporting it.

Engaged employees vs. Three Organizational Forces

Low Attrition Rate: - An engaged workforce is likely to leave the
organizations at leave the organization at any cost. Organizations are today
facing a high attrition rate whereby there is a loss of huge amount of talent that
can be well groomed and retained if given an environment that fosters more
involvement with the work.

46

 Better Productivity:-Its the quality of work that has relevance in an

organization rather than the quality of work done. A workforce that is engaged
has an understanding of what is expected out of him and goes far head to do his
best in the company.
Enhanced profitability: ability of any company to earn profit is its profitability
.due to a complete sense of dedication and work commitment and engaged
manpower helps to a greater extent in the profitability of the organization as a
whole.
10 cs that can help retain talent in organization
The various dimensions that can add to the engagement level of an
employee which can make people stay in the organization for long.
Connect:-Employees should feel that their work is being valued and should
feel a sense of connectivity with their superiors. Having a gap can lead to
employee isolation and a sense of non-belongingness to the organization.

47

 Career:-People in the organization should be given an opportunity to advance

in their own career path, which can facilitate by their leaders, providing them
with challenging jobs that bring out the best in them. Techniques like job
rotation and assigning stretch goals to top talent is care of from the top
management sides.

Clarity:-Employees should very well be made aware of the goals and the
purpose of the organization .along with this, they should also understand their
roles and responsibilities so as to succeed in their assigned jobs. leaders and
managers should communicate a clear vision to their team members.

Convey:-Clarifying the expectation about their performances and giving a

timely feedback can give room for the employees to perform at his/her fullest
and thus can learn on an ongoing basis.

48

 Conguratulate:-If we need a workforce that is engaged ,we should recognize

their efforts by praising them and giving them an applaud that can boost their
morale and ultimately make them enthusiastic towards their work.

Contribute:-Efficient leaders should make sure that the employees feel their
efforts are being used in the fulfillment of the overall goal and objectives of the
organization.

49

 Control:-Employees value having control of the flow control of the flow and
pace of their jobs .involving your people in decision making creates a culture
wherein they can take the ownership of their own problems and can find
solution to them.

Collaborate:-work done in teams with equal contribution by all teams

members creates an environment that foster that trust and lot of collaboration.

Credibility:-Maintaining and reputation of the company lies in the hands of

workforce employed. Leaders should strive hard to demonstrate high ethical
standards to their subordinates.

50

 Confidence:- This can be done by being exemplars of high

ethical and

performance standards. Instilling a sense of confidence is what is required

from the management people.

Organization should create an environment that foster ample growth opportunities,

appreciation for work accomplished and a friendly cooperative atmosphere that
makes employees feel connected in every respect to the organization.
Proficient employees keep the quality up and business operations run smoothly
along with cost saving in the longer run.

51

RETENTION PRACTICES
While cash may get workers in the door, culture will keep them: Create a kind
of feel good about work culture for your employees. The

staff

members who stay with you the longest do so because they

want

to, not because they have to. Call centre is a tough place to

work

where the performance both in terms of quantitative and

qualitative can be measured on a daily basis and it is very transparent. So many
people are unlikely to stay. They will only stay if you create a positive work
culture. Let staff know that you are pursuing a common purpose, which is mutually
beneficial. Your goal is to frequently let staff know that this is why I need you
and this is why you are important.

STOP HIRING THE WRONG PEOPLE - One place to plug the leak is to stop
hiring the wrong people. A manager needs to understand what kind of person will
be happy in a call centre? It is someone who is dependable, deliberate, hates
change, likes to follow repetitive processes and finishes the job at hand. Or it could
be someone who has a flair for accuracy, thrives in an environment which has
procedures laid down and yet does not seek variety or change. However, the
system breaks down when the qualified person is put into a position that does not
quite fit who they are. Instead of job match, this results in job mismatch, which
causes the job and individual to suffer, limiting the companys productivity.

52

 GOOD RELATIONSHIP WITH SUPERVISORS

Many times, employees seek greener pastures because they are unhappy with
their supervisors. The supervisors and
trainers have an important role of giving
feed

back

on

both

strengths

and

weaknesses, which will help them to do

better. Some staff do have initial problem
of getting adjusted to call centre jobs or
they lack confidence. Reinforcing the
confidence that you can do is the responsibility of supervisors. It is true that
staff requires money, but they always look for actions, which touches their mind
and heart. Let's be honest, bosses management styles have a huge impact on
employee satisfaction.

COACHING AND CAREER PATHING

Coaching is employee development. Your only cost is time. Time means you
care. And remember your people don't care how much you know... until they
know how much you care. Whenever the emphasis is on positive feedback, I
make sure to do this coaching in "public." Whenever you recognize and
encourage people in "public," it acts as a natural stimulant for others who are

53

close enough to see or hear what's taking place. Employees need to know what is
potentially ahead for them, what opportunities there are for growth. This issue is
a sometimes forgotten ingredient as to the importance it plays in the overall
motivation of people.
MANAGER ROLE IN RETENTION

When asked about why employees leave, low salary comes out to be a common
excuse. However, research has shown that people join companies, but leave
because of what their managers do or dont do. It is seen that managers who
respect and value employees competency, pay attention to their aspirations, assure
challenging work, value the quality of work life and provided chances for learning
have loyal and engaged employees. Therefore, managers and team leaders play an
active and vital role in employee retention.
Managers and team leaders can reduce the attrition levels considerably by creating
a motivating team culture and improving the relationships with team members.
This can be done in a following way:
Creating a Motivating Environment: Team leaders who create motivating
environments are likely to keep their team members together for a longer period
of time. Motivation does not necessarily have to come through fun events such
as parties, celebrations, team outings etc. They can also come through serious
events e.g. arranging a talk by the VP of Quality on career opportunities in the

54

field of quality. Employees who look forward to these events and are likely to
remain more engaged.
Standing up for the Team: Team leaders are closest to their team members.
While they need to ensure smooth functioning of their teams by implementing
management decisions, they also need to educate their managers about the
realities on the ground. When agents see the team leader standing up for them,
they will have one more reason to stay in the team.

Providing coaching: Everyone wants to be successful in his or her

current job. However, not everyone knows how. Therefore, one of the
key responsibilities will be providing coaching that is intended to
improve the performance of employees. Managers often tend to
escape this role by just coaching their employees. However, coaching
is followed by monitoring performance and providing feedback on the
same.

Delegation: Many team leaders and managers feel that they are the
only people who can do a particular task or job. Therefore, they do not
delegate their jobs as much as they should. Delegation is a great way
to develop competencies.

Extra Responsibility: Giving extra responsibility to employees is

55

another way to get them engaged with the company. However, just
giving the extra responsibility does not help. The manager must spend
good time teaching the employees of how to manage responsibilities
given to them so that they dont feel overburdened.

Focus on future career: Employees are always concerned about their

future career. A manager should focus on showing employees his
career ladder. If an employee sees that his current job offers a path
towards their future career aspirations, then they are likely to stay
longer in the company. Therefore, managers should play the role of
career counselors as well.

INCREASING EMPLOYEE RETENTION THROUGH EMPLOYEE EXIT

INTERVIEWS
Employee exit interviews are an important part of HR management and monitoring
employee retention and satisfaction. Just as it is important to hold a sales interview
to find out why you did not get an account, it is important to understand why an
employee leaves and what information you can use to avoid future employee
losses.
Avoidable losses result from employee job dissatisfaction, poor management
practices, the lack of advancement opportunity, and sometimes personal
harassment by or conflict with a co-worker or manager. A recent employee

56

retention survey suggests that nearly 70% of employees leave their jobs because
they do not feel valued!
Another purpose is to help employers avoid litigation down the road, caused by
illegal activities or by "disgruntled" employees.
Employee exit interviews can change the climate of the organization by changing
management style, making changes that reflect employee opinions, and creating
value recognition programs where needed. One key to increasing the employee's
opinion of the organization is in the management of expectations. Realistic job
expectations are important and management should focus on creation of proper
expectations.
Employee exit interviews provide a window to view and benchmark employee
expectations regarding:
Job responsibilities and performance
Employee job orientation and training
Mentoring programs
Working conditions
Opportunities for skill development career advancement
Training and development programs
Supervision and Management
Work Satisfaction

57

 Workload Distribution and Schedule Flexibility

Salary
Benefits
Organizational Culture
Organizational and Work Group Communication
Employee exit interviews should focus on retention by identifying the reason the
employee is leaving and also determine if the company's level of performance or
the employees' unfulfilled expectations are at issue. Just as consumer retention
views fulfillment from products or services as "delightful" or as a "failure",
employment environments similarly delight or fail.
Failing environments with low levels of employee retention reflect low levels of
job satisfaction and come at a great cost to the organization. Not only is it
expensive to hire and then train new employees, but can have a negative impact on
productivity and morale.
Goals for Exit Interviews
Employee exit interviews can result in measurable retention and performance
increases for the employees and for the business in general. Specifically, effective
employee exit interviews are an opportunity to diagnose and improve performance
within the company:
Improve employee retention and reduce turnover.

58

Increase company objectivity by having employee exit interviews handled by

a fair and non-partisan third-party.
Benchmark against industry and company norms for the exit interview survey
items.
Compare exit interview scores against overall the Employee Satisfaction
Tracking Survey to determine if employee satisfaction impacts turnover.
Track trends in employee exit interview satisfaction to measure improvements
made.
Structure of Exit Interviews
Exit interviews are generally completed by about 1/3 of employees who leave an
organization. Because this is a small percent of actual employees, this number
should be doubled through multi-mode approaches: paper and pencil, online and
telephone interviews. Online interviews are particularly valuable because
respondents tend to be frank in their evaluations and will provide anecdotal
experiences related to their previous employment.

59

OBJECTIVE OF THE STUDY

To determine the retaining and maintaining strategies..
To suggest appropriate strategies to improve employee retention and
motivation.
To assess the effectiveness of the retention polices in a big consumer durable
company as VIDEOCON.

To identify the problem in employee retention.

To identify the factors which affect the morale in order to improve their
motivation?

60

SCOPE OF THE STUDY

Employee retention is supremely important in an organization because it is what
productivity depends on. If your employees are satisfied they would retain in the
organization for longer period of time and produce superior quality performance in
optimal time and lead to growing profits. Satisfied employees are also more likely
to be creative and innovative and come up with breakthroughs that allow a
company to grow and change positively with time and changing market conditions.
The study is done to know the following things: Reasons of employee retention.
How many employees are satisfied by their Job?
This study tells us how much the employees are satisfied and what are the
factors which affect the employees to leave the organization.
To know the strategies used by the various companies to retain their
employees.

61

LITERATURE REVIEW
Retention strategies in Videocon

Various strategies which can boost successful employee retention in Videocon

are:-

First know the cost

This is the most basic and initial part of the retention process. A good
retention plan needs all the facts. The turnover cost includes cost of selection
process, hiring, induction, training ,lost productivity, etc. Hire from the known
sources like employee referrals through trustworthy employees.
Hire the right people
Retention starts with recruitment itself. Identify the characteristics of the
people you want to hire who fit in the organization culture. To retain
employees,the people who are productive and are likely to stay for a longer
time should be hired.
Individual development
Develop career plans for employees. Initiate mentorship and higher education
Programs to keep the learning and development moving.

62

 Find the reason why employees are leaving

Conduct exit interviews with the employees after 3-4 months of leaving the
job. This is because most of the employees would not like to reveal the true
reason of quilting the job as long as they are in the organization and are
associated with the job. The exit interview can be conducted online. Then the
employees can talk straight from the shoulder.

Employee recognition
Star of the month, top performer, picture on bulletin boards appreciation cards
and certificates etc, increase employee moral and confidence. This is a great
way to retain employees of a call center.

63

RETENTION POLICIES implied in other organizations

Employers

Procter and Gamble India

Key Drives To Attract And Retain Talent

o

Early responsibilities in career

Flexible and transparent organizational

culture
o

Global opportunities through a variety of

exposure and diverse experiences

o

Performance Recognition

Strong global brand

Value-based environment

Pioneer in many people practices

Learning and growth opportunities

Competitive rewards

Opportunity

American Express (India)

NTPC

to

grow,

learn

and

implement
o

Strong social security and employee

welfare performance- oriented culture

64

Strong values of trust, caring fairness, and

respect within the organization

Johnson & Johnson

Freedom to operate at work

Early responsibility in career

Training and learning opportunities

Visible,

transparent

and

accessible

leaders

Glaxo Smith Kline Consumer

Healthcare

Competitive rewards

Innovative HR programs and practices

Performance-driven Rewards

Its belief in Growing our own timber

Comprehensive

development

and

learning programs
o

Flat organization, where performance

could lead to very quick progression

o

Challenging work context

Competitive rewards

Exhaustive induction and orientation

program
Tata Steel

Organization philosophy and culture

Job stability

65

Colgate Palmolive India

Freedom to work and innovate

Company brand

Open

transparent,

and

organization
o

Management according to the managing

with respect to guiding principles

Wipro

Indian Oil Corporation

caring

Training ad development programs

Structured career planning process

Global career opportunities

Companys brand as an employer

Early opportunities for growth

High degree of autonomy

Value compatibility

Innovative people program

Company brand image

Work ethics

Learning and growth opportunities

Challenging work assignments

66

TCS

Growing organization

The group brand equity

Strong

corporate

governance

and

learning

and

citizenship
o

Commitment

to

development
o

Best in people practices

Challenging assignments

Opportunity to work with fortune 500

clients

Employee benefits provided by majority of the Videocon company

A part from the legal and mandatory benefits such as provident fund and gratuity,
below is a list of other benefits.

GROUP MEDI_CLAIM INSURANCE SCHEME

This insurance scheme is to provide adequate insurance coverage of employees for
expenses related to hospitalization due to illness, diseases or injury or pregnancy in
case of female employees or spouse of male employees. All employees and their
dependent family members are eligible. Dependent family members include
spouse, non-earning parents and children above three months.

67

 PERSONAL ACCIDENT INSURANCE SCHEME

This scheme is to provide adequate insurance coverage for hospitalization
expenses arising out of injuries sustained in an accident.

SUBSIZISED FOOD AND TRANSPORTATION

The organization provides transportation facility to all the employees from home
till office at subsidized rates .the lunch provided is also subsidized.

68

 RECREATION ,CAFETERIA,ATM FACILITIES

The recreation facilities include pool tables, chess tables and coffee bars.
companies also have well equipped gyms, personal trainers and showers at
facilities.

CELLULAR PHONE/LAPTOPS
Cellular phone and laptops are provided to the employees on the basis of business
need. The employee is responsible for the maintenance and safeguarding the asset.

69

 WEDDING DAY GIFTS

Employees is given a gift voucher of Rs.2000/- to Rs.7000/- based on
their level in the organization.

70

WAYS TO INCREASE EMPLOYEE RETENTION IN VIDEOCON

Companies have now realized the importance of retaining their quality workforce.
Retaining quality performers contribute to productivity of the organization and
increase morale among employees.
Four basic factors that play an important role in increasing employees retention
include salary and remuneration, providing recognition, benefits and opportunities
for individual growth. But are they really positively contributing to the retention
rates of a company? Basic salary, these days hardly reduces turnover .Today
employees look beyond the monetary factor.
Employees retention can be increased by inculcating the following practices:
Open communication:- A culture of open communication enforces loyalty
among employees. Open communication tends to keep employees informed on
key issues. Most importantly, they need to know that their opinions matter and
management is 100% interested in their inputs.

Employees reward program:-A positive recognition for work boost the

motivational levels of employees. Recognition can be made explicit by
providing awards like best employee of the month or punctuality award.

Career development program:-Every individual is worried about his/her

career. He is always keen to know his career path in the company. organizations

71

can offer to various technical certification courses which help employees in

enhancing his knowledge.

Performance based bonus:-A provision of performance linked bonus can be

made wherein an employee is able to relate his performance with the company
profit and hence will work hard. This bonus should strictly be productivity
based.

Gift at some occasions:-Giving out some gifts at the time of one or two
festivals to the employees making them feel good and understand that the
management is concerned about them.
RESEARCH METHODOLOGY

For the above-mentioned objective, a detailed study of the retention process at

VIDEOCON was carried out, along with practically working on the same. In
the study, the various methods for identifying the requirement of individual
employees were studied and analyzed to identify their needs and expectations.
The areas were identified which needed improvement and recommendations
were made for the same.

72

STEPS FOLLOWED IN THIS RESEARCH METHODOLOGY:

OBJECTIVE:
To analyze the existing retention practices. its effectiveness and recommend
measures to improve the retention practices in the organization.

RESEARCH DESIGN:
Descriptive Research

DATA SOURCES :
Primary data through survey and Secondary data is collected from previous
researchers and literature to fill in the respective project. The secondary data
was collected through:
Books
Articles
Journals
Websites
Designing data collection:
The main statistical tools used for data collection and analyses of data in this
project are:
QUESTIONNAIRE
Graphs

73

 Tables
Sample size:

The questionnaire was filled by the employees of one branch whom were selected
on the basis of

Random sampling to achieve the knowledge employee

satisfaction in the organizations and the filled up questionnaires were collected.

The survey was conducted in Sales Office of VIDEOCON consisting population of
100 people, from different post and designation, as well as from different
departments.
Then collectively the data was interpreted, analyzed and conclusions were drawn.
On the basis of these conclusions recommendations and suggestions were given for
improvement.
Also some data was collected about the Rating of different Consumer Durable
Companies, on basis of Employee Satisfaction, Customer Satisfaction, Community
Involvement, Environment, and Social Responsibility.

SAMPLING TECHNIQUES USED

The technique of random sampling has been used in the analysis of the data
.Random sampling from a finite population refers to that method of sample
selection which gives possible sample combination an equal probability of being
picked up each item in the entire population to have an equal chance of being
included in the sample.

74

DATA ANALYSIS AND INTERPRETATION

Q1)

How would you rate various factors in your decision to join

(VIDEOCON)?

S.N

PARAMETE

STRONGL SATISF

CAN'

DISSA

RS

TISFIE Y

SAY

IED

SATISFIE
D
1

Salary

48

STRONGL

SATISFIE
D

28

16

satisfaction

4.12

Fringe benefits

12

56

28

NIL

Career

56

36

NIL

NIL

advancement
4

Corporate

MEAN

3.72

4.48
48

48

NIL

NIL

Referred by a 32

20

16

20

12

4.44

profile
5

friend
6

Advertisement

3.4
8

36

24

75

28

3.16

Companys

24

60

12

NIL

reputation as a
healthy

place

to work
8

4.04

Infrastructure
of

36

48

12

NIL

the

4.16

organization
9

Job challenges

44

36

20

NIL

NIL

4.24

10

Unemployment 12

24

16

28

20

2.8

11

Social

46

33

NIL

17

responsibility
12

Others

3.76
17

33

50

NIL

NIL

3.67

(specify)

ANALYSIS

1.) SALARY SATISFACTION

Null Hypothesis H0: Salary satisfaction has no role in employee retention if mean
<4

76

Alternative Hypothesis Ha: Salary satisfaction has role in employee retention if

mean >=4

Salary is important in employee retention. Therefore, here the null hypothesis is

rejected and alternative hypothesis is accepted as the mean is 4.12.
2.) FRINGE BENEFITS

Null Hypothesis H0: Fringe benefits has no role in employee retention if mean <4
Alternative Hypothesis Ha: Fringe benefits has role in employee retention if mean
>=4

Fringe benefits are not so important in employee retention. Therefore, here the
null hypothesis is accepted and alternative hypothesis is rejected as the mean is
3.72.

3.) CAREER ADVANCEMENT

Null Hypothesis H0 : Career advancement has no role in employee retention if

mean <4
Alternative Hypothesis Ha: Career advancement has role in employee retention if
mean >=4

77

Career advancement is important in employee retention. Therefore, here the null

hypothesis is rejected and alternative hypothesis is accepted as the mean is 4.48.

4.) CORPORATE PROFILE

Null Hypothesis H0: Corporate profile has no role in employee retention if mean
<4
Alternative Hypothesis Ha: Corporate profile has role in employee retention if
mean >=4

Corporate profile is important in employee retention. Therefore, here the null

hypothesis is rejected and alternative hypothesis is accepted as the mean is 4.48.

5.) REFERRED BY A FRIEND

Null Hypothesis H0: Referred by a friend has no role in employee retention if

mean < 4
Alternative Hypothesis Ha : Referred by a friend has role in employee retention if
mean >=4

Referred by a friend has no role in employee retention . Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.4

78

6.) ADVERTISEMENT

Null Hypothesis H0: Advertisement has no role in employee retention if mean < 4
Alternative Hypothesis Ha: Advertisement has role in employee retention if mean
>=4

Advertisement has no role in employment retention. Therefore, here the null

hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.16.

7.) COMPANYS REPUTATION AS A HEALTHLY PLACE TO WORK

Null Hypothesis H0 : Companys reputation as a healthy place to work has no role

in employee retention if mean <4
Alternative Hypothesis Ha : Companys reputation as a healthy place to work has
role in employee retention if mean >=4

Companys reputation as a healthy place to work

is important in employee

retention Therefore, here the null hypothesis is rejected and alternative hypothesis
is accepted as the

mean is 4.04.

8.) INFRASTRUCTURE OF THE COMPANY

79

Null Hypothesis H0 : Infrastructure of the company has no role in employee

retention if mean <4
Alternative Hypothesis Ha : Infrastructure of the company has role in employee
retention if mean >=4

Infrastructure of the company is important in employee retention. Therefore, here

the null hypothesis is rejected and alternative hypothesis is accepted as the mean is
4.16

9.) JOB CHALLENGES

Null Hypothesis H0 : Job challenges has no role in employee retention if mean <4
Alternative Hypothesis Ha : Job challenges has role in employee retention if mean
>=4

Job challenges is important

in employee retention. Therefore, here the null

hypothesis is rejected and alternative hypothesis is accepted as the mean is 4.24

10.)UNEMPLOYMENT

80

Null Hypothesis H0 : Unemployment has no role in employee retention if mean

<4
Alternative Hypothesis Ha : Unemployment has role in employee retention if mean
>=4

Unemployment has no role in employee retention. Therefore, here the null

hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.76

11.)SOCIAL RESPONSIBILITY

Null Hypothesis H0 : Social responsibility has no role in employee retention if

mean <4
Alternative Hypothesis Ha : Social responsibility has role in employee retention if
mean >=4

Social responsibility is important in employee retention Therefore, here the null

hypothesis is rejected and alternative hypothesis is accepted as the mean is 4.24

81

RATING FACTORS IN JOINING VIDEOCON

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

STRONGLY AGREE

AGREE

CAN'T SAY

DISAGREE

Q2) What is your opinion about your job profile?

82

STRONGLY DISAGREE

S.

PARAMETER

Strongly

Agre

Can

Disagre

Strongl

agree

t Say

MEAN

Disagre
e

Skills

are

44

40

NIL

effectively used
2

Encourage

4.2
32

56

NIL

cooperation
3

4.12

Sufficient
resources

12

68

12

NIL

are

available
4

3.84

Work

12

environment

68

16

NIL

is

safe, comfortable
and

3.88

appropriately
equipped
5

Encouraged

to

24

60

16

develop new and

more

efficient

ways to do my

83

NIL

NIL

work
6

4.08

Employees

are

28

52

12

NIL

treated fairly and

equally
7

4.00

Managers

are

available

to

discuss

job

related

issues,

28

52

12

NIL

4.00

when required.
8

Maintained

24

64

12

NIL

NIL

consistent
policies

and

4.12

practices
9

Recognized

32

48

16

NIL

employees
contribution
10

Work

load

4.08
is

12

52

24

12

NIL

of

NIL

20

64

3.64

reasonable
11

Lack
motivation

84

2.28

12

Uneasy

NIL

16

12

relationship with

52

20
2.24

mangers

ANALYSIS

1.) SKILLS ARE EFFECTIVELY USED

Null Hypothesis H0 : Skills are effectively used has no role in employee retention
if mean <4
Alternative Hypothesis Ha : Skills are effectively used has role in employee
retention if mean >=4

Skills are effectively used is important in employee retention. Therefore, here the
null hypothesis is rejected and alternative hypothesis is accepted as the mean is
4.02.

2.) ENCOURAGE COOPERATION

Null Hypothesis H0 : Encourage cooperation has no role in employee retention if

mean <4

85

Alternative Hypothesis Ha : Encourage cooperation has role in employee retention

if mean >=4

Encourage cooperation has role in employee retention . Therefore, here the null
hypothesis is rejected and alternative hypothesis is accepted as the mean is 4.12.

3.) SUFFICIENT RESOURCES ARE AVAILABLE

Null Hypothesis H0: Sufficient resources are available has no role in employee
retention if mean <4
Alternative Hypothesis Ha : Sufficient resources are available has role in employee
retention if mean >=4

Resources availability has no role in employee retention. Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.64.

4.) WORK

ENVIRONMENT

IS

SAFE,

COMFORTABLE

AND

APPROXIMATELY EQUIPPED

Null Hypothesis H0 : Work environment is safe, comfortable and well equipped

has no role in employee retention if mean <4

86

Alternative Hypothesis Ha : Work environment is safe, comfortable and well

equipped has role in employee retention if mean >=4

Work environment is safe, comfortable and well equipped is not important in

employee retention .Therefore, here the null hypothesis is accepted and alternative
hypothesis is rejected as the mean is 3.88.

5.) ENCOURAGED TO DEVELOP NEW AND MORE EFFICIENT WAYS

TO DO WORK

Null Hypothesis H0 : Encouraged to develop new and more efficient ways to do

work has no role in employee retention if mean <4
Alternative Hypothesis Ha : Encouraged to develop new and more efficient ways
to do work has role in employee retention if mean >=4

Encouraged to develop new and more efficient ways to do work plays a important
in employee retention. Therefore, here the null hypothesis is rejected and
alternative hypothesis is accepted as the mean is 4.08.

6.) EMPLOYEES ARE TREATED FAIRLY AND EQUALLY

87

Null Hypothesis H0: Employees are treated fairly and equally has no role in
employee retention if mean <4
Alternative Hypothesis Ha : Employees are treated fairly and equally has role in
employee retention if mean >=4

Employees

are treated fairly and equally is important in employee retention

Therefore, here the null hypothesis is rejected and alternative hypothesis is

accepted as the mean is 4.00.

7.) MANAGERS ARE AVAILABLE TO DISCUSS JOB RELATED ISSUES,

WHEN REQUIRED
Null Hypothesis H0 :Managers are available to discuss job related issues, when
required has no role in employee retention if mean <4
Alternative Hypothesis Ha :Managers are available to discuss job related issues,
when required has role in employee retention if mean >=4

Managers are available to discuss job related issues, when required is important in
employee retention. Therefore, here the null hypothesis is rejected and alternative
hypothesis is accepted as the mean is 4.00.

88

8.) MAINTAIN CONSISTENT POLICIES AND PRACTICES

Null Hypothesis H0 :Maintained consistent policies and practices has no role in

employee retention if mean <4
Alternative Hypothesis Ha : Maintained consistent policies and practices has role
in employee retention if mean >=4

Maintained consistent policies and practices is important in employee retention

Therefore, here the null hypothesis is rejected and alternative hypothesis is
accepted as the mean is 4.12.

9.) RECOGNIZED EMPLOYEES CONTRINUTION

Null Hypothesis H0 : Recognized employees contribution has no role in employee

retention if mean <4
Alternative Hypothesis Ha : Recognized employees contribution has role in
employee retention if mean >=4

Recognized employees contribution is important in employee retention .Therefore,

here the null hypothesis is rejected and alternative hypothesis is accepted as the
mean is 4.08.

89

10.)WORK LOAD IS REASONABLE

Null Hypothesis H0 : Work load is reasonable has no role in employee retention

if mean <4
Alternative Hypothesis Ha : Work load is reasonable has role in employee
retention if mean >=4

Work load is reasonable has no role in employee retention. Therefore, here the
null hypothesis is accepted and alternative hypothesis is rejected as the mean is
3.64.

11.)LACK OF MOTIVATION

Null Hypothesis H0 : Lack of motivation has no role in employee retention if

mean <4
Alternative Hypothesis Ha : Lack of motivation has role in employee retention if
mean >=4

Lack of motivation is not important in employee retention. Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 2.28.

90

12.)UNEASY RELATIONSHIP WITH MANAGERS

Null Hypothesis H0: Uneasy relationship with managers has no role in employee
retention if mean <4
Alternative Hypothesis Ha : Uneasy relationship with managers has role in
employee retention if mean >=4

Uneasy relationship with managers is not important in employee retention

Therefore, here the null hypothesis is rejected and alternative hypothesis is
accepted as the mean is 2.24.

91

OPINION ABOUT THE JOB PROFILE

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Strongly agree

Agree

Cant Say

92

Disagree

StronglyDisagree

Q.3. Does the Company, fulfill the following parameters in the performance of its
activities?

S.

PARAMETERS Strongly Satisfied Cant Dissatisfied Strongly

NO

satisfied

Duties of the job

Training

say

MEAN

dissatisfied

24%

56%

16%

4%

NIL

4%

48%

32%

16%

NIL

3.4

advancement

12%

56%

24%

8%

NIL

3.72

Salary treatment

16%

40%

32%

12%

NIL

3.6

Benefit programs 12%

48%

36%

4%

NIL

3.68

Working

&

development
programs
3

Opportunities for

conditions

16%

52%

16%

12%

4%

3.64

Working hours

8%

32%

24%

32%

4%

3.08

Co-workers

12%

64%

20%

4%

NIL

3.84

Supervision

28%

48%

20%

4%

NIL

10

Work culture

16%

56%

16%

12%

NIL

3.76

93

11

Open

to

suggestions
12

16%

56%

20%

8%

NIL

3.8

12%

52%

24%

13%

NIL

3.66

Communication
system

ANALYSIS

1.) DUTIES OF THE JOB

Null Hypothesis H0 :Duties of the job has no role in employee retention if mean <4
Alternative Hypothesis Ha :Duties of the job has role in employee retention if
mean >=4

Duties of the job is important in employee retention. Therefore, here the null
hypothesis is rejected and alternative hypothesis is accepted as the mean is 4.00.
2.) TRAINING AND DEVELOPMENT PROGRAMS

Null Hypothesis H0 : Training and development programs has no role in employee

retention if mean <4

94

Alternative Hypothesis Ha : Training and development programs has no role in

employee retention if mean =>4

Training and development programs are not important in employee retention.

Therefore, here the null hypothesis is accepted and alternative hypothesis is
rejected as the mean is 3.4.

3.) OPPORTUNITIES FOR ADVANCEMENT

Null Hypothesis H0 : Opportunities for advancement has no role in employee

retention if mean <4
Alternative Hypothesis Ha : Opportunities for advancement has no role in
employee retention if mean >

Opportunities for advancement are not important in employee retention. Therefore,

here the null hypothesis is accepted and alternative hypothesis is rejected as the
mean is 3.72.
4.) SALARY TREATMENT

Null Hypothesis H0: Salary treatment has no role in employee retention if mean <4
Alternative Hypothesis Ha : Salary treatment has no role in employee retention if
mean >=4

95

Salary treatment is not important in employee retention. Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.6.

5.) BENEFIT PROGRAMS

Null Hypothesis H0 : Benefit programs has no role in employee retention if mean

<4
Alternative Hypothesis Ha : Benefit programs has no role in employee retention if
mean >=4

Benefit programs are not important in employee retention .Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.68.

6.) WORKING CONDITIONS

Null Hypothesis H0: Working conditions has no role in employee retention if mean
<4
Alternative Hypothesis Ha: Working conditions has no role in employee retention
if mean >=4

96

Working conditions is not important in employee retention. Therefore, here the

null hypothesis is accepted and alternative hypothesis is rejected as the mean is
3.64.

7.) WORKING HOURS

Null Hypothesis H0: Working hours has no role in employee retention if mean <4
Alternative Hypothesis Ha: Working hours has no role in employee retention if
mean >=4

Working hours

has no role in employee retention. Therefore, here the null

hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.08.

8.) CO-WORKERS

Null Hypothesis H0 : Co-workers has no role in employee retention if mean <4

Alternative Hypothesis Ha :Co-workers has no role in employee retention if mean
>=4

Co-workers are not important in employee retention. Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.84.

97

9.) SUPERVISION

Null Hypothesis H0 :Supervision has no role in employee retention if mean <4

Alternative Hypothesis Ha : Supervision has role in employee retention if mean
>=4

Supervision is important in employee retention Therefore, here the null hypothesis

is rejected and alternative hypothesis is accepted as the mean is 4.00.

10.)WORK CULTURE

Null Hypothesis H0 : Work culture has no role in employee retention if mean <4
Alternative Hypothesis Ha :Work culture has no role in employee retention if
mean >=4
Work culture is not important in employee retention .Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.76.

11.)OPEN TO SUGGESTIONS

98

Null Hypothesis H0 : Open to suggestions has no role in employee retention if

mean <4
Alternative Hypothesis Ha : Open to suggestions has no role in employee retention
if mean >=4

Open to suggestions is not important in employee retention Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.8.

12.)COMMUNICATION SYSTEM

Null Hypothesis H0: Communication system has no role in employee retention if

mean <4
Alternative Hypothesis Ha : Communication system has no role in employee
retention if mean >=4

Communication system is important in employee retention. Therefore, here the

null hypothesis is accepted and alternative hypothesis is rejected as the mean is
3.66.

99

PARAMETERS AFFECTING THE PERFORMANCE OF

ACTIVITY
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Strongly satisfied

Satisfied

Cant say

100

Dissatisfied

Strongly dissatisfied

Q.4. FACTORS WHICH CAN MAKE AN EMPLOYEE LEAVE THE

ORGANISATION

S.

PARAMET

Strongly

Agre

Cant

Disagre

Strongl

NO

ERS

Agree

say

MEAN

Disagre
e
1

Higher

36

40

12

12

NIL

52

32

16

NIL

NIL

pay/benefits
2

Better

job

prospects
3

4.36

Work-life

36

32

28

NIL

16

52

16

12

3.64

48

36

16

NIL

NIL

4.32

20

40

32

NIL

3.72

24

36

28

3.68

balance issues
4

Changing
management
strategies

Career
advancement

Family

and

personal
reasons
7

Boss attitude

101

Undefined

32

32

28

3.84

24

44

24

NIL

3.84

career path
9

Company
Instability

10

Low morale

20

40

24

16

NIL

3.64

11

Conflict with

16

48

24

4%

3.00

12

48

16

24

NIL

3.48

24

36

28

12

NIL

3.72

NIL

NIL

75

25

NIL

2.75

other
employees
12

Lack of team
work

13

No
recognition
and
devaluation

14

Others
(specify

102

ANALYSIS

1.) HIGHER PAY/ BENEFITS

Null Hypothesis H0 :Higher pay/benefits has no role in employee retention if

mean <4
Alternative Hypothesis Ha : Higher pay/benefits has role in employee retention if
mean >=4

Higher pay/benefits is not important in employee retention. Therefore, here the

null hypothesis is rejected and alternative hypothesis is accepted as the

mean is

4.00.

2.) BETTER JOB PROSPECTS

Null Hypothesis H0 :Better job prospects has no role in employee retention if

mean <4
Alternative Hypothesis Ha : Better job prospects has role in employee retention if
mean >=4

Better job prospects is important in employee retention. Therefore, here the null
hypothesis is rejected and alternative hypothesis is accepted as the mean is 4.36.

103

3.) WORK-LIFE BALANCE ISSUES

Null Hypothesis H0 :Work-life balance issues has no role in employee retention if

mean <4
Alternative Hypothesis Ha : Work-life balance issues

has role in employee

retention if mean >=4

Work-life balance issues is important in employee retention Therefore, here the

null hypothesis is rejected and alternative hypothesis is accepted as the mean is
4.00.

4.) CHANGING MANAGEMENT STRATEGIES

Null Hypothesis H0: Changing management strategies has no role in employee

retention if mean <4
Alternative Hypothesis Ha :Changing management strategies has no role in
employee retention if mean >=4

Changing management strategies are not important

in employee retention

.Therefore, here the null hypothesis is accepted and alternative hypothesis is

rejected as the mean is 3.64.

104

5.) CAREER ADVANCEMENT

Null Hypothesis H0:Career advancement has no role in employee retention if

mean <4
Alternative Hypothesis Ha: Career advancement has role in employee retention if
mean >=4

Career advancement is important in employee retention. Therefore, here the null

hypothesis is rejected and alternative hypothesis is accepted as the mean is 4.32.

6.) FAMILY AND PERSONAL REASONS

Null Hypothesis H0:

Family and personal reasons has no role in employee

retention if mean <4

Alternative Hypothesis Ha:Family and personal reasons has no role in employee
retention if mean >=4

Family and personal reasons are not important in employee retention Therefore,
here the null hypothesis is accepted and alternative hypothesis is rejected as the
mean is 3.72.

105

7.) BOSS ATTITUDE

Null Hypothesis H0: Boss attitude has no role in employee retention if mean <4
Alternative Hypothesis Ha :Boss attitude has no role in employee retention if
mean >=4

Boss attitude is not important in employee retention .Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.68.

8.) UNDEFINED CAREER PATH

Null Hypothesis H0: Undefined career path has no role in employee retention if
mean <4
Alternative Hypothesis Ha :Undefined career path

has no role in employee

retention if mean >=4

Undefined career path is not important in employee retention Therefore, here the
null hypothesis is accepted and alternative hypothesis is rejected as the mean is
3.84.

9.) COMPANY INSTABILITY

106

Null Hypothesis H0: Company instability has no role in employee retention if

mean <4
Alternative Hypothesis Ha:Company instability has no role in employee retention
if mean >=4

Company instability is not important in employee retention .Therefore, here the

null hypothesis is accepted and alternative hypothesis is rejected as the mean is
3.84.

10.)LOW MORALE

Null Hypothesis H0: Low morale has no role in employee retention if mean <4
Alternative Hypothesis Ha :Low morale has no role in employee retention if mean
>=4
Low morale is not important in employee retention. Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.64.

11.)CONFLICT WITH OTHER EMPLOYEES

Null Hypothesis H0: Conflict with other employees has no role in employee
retention if mean <4

107

Alternative Hypothesis Ha : Conflict with other employees has no role in employee

retention if mean >=4

Conflict with other employees has no role in employee retention .Therefore, here
the null hypothesis is accepted and alternative hypothesis is rejected as the mean is
3.00.

12.)LACK OF TEAM WORK

Null Hypothesis H0: Lack of team work has no role in employee retention if mean
<4
Alternative Hypothesis Ha : Lack of team work has no role in employee retention
if mean >=4

Lack of team work is not important in employee retention .Therefore, here the null
hypothesis is accepted and alternative hypothesis is rejected as the mean is 3.48.

13.)NO RECOGNITION AND DEVALUATION

Null Hypothesis H0: No recognition and devaluation has no role in employee

retention if mean <4

108

Alternative Hypothesis Ha : No recognition and devaluation has no role in

employee retention if mean >=4

No recognition and devaluation is not important in employee retention. Therefore,

here the null hypothesis is accepted and alternative hypothesis is rejected as the
mean is 3.72.

109

FACTORS WHICH CAN MAKE AN EMPLOYEE

LEAVE THE ORGANISATION
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Strongly Agree

Agree

Cant say

110

Disagree

Strongly Disagree

FINDINGS

Corporate culture, hiring promotion and training practices influence nonmanagement employee retention.
Employees who had a positive experience with regards to working hours, sense
of fulfilment with their jobs and higher level of job satisfaction are more likely to
stay with their current employer.
The organization focus on the hiring and promotion of their employees.
Organization mission, goals, direction and employees recognition reward and
compensation were found to positively reduce non-management employee
turnover.

LIMITATIONS
Time constraint.
Bias and irrelevant data.
Data collected mainly from secondary sources.
The result would vary according to the individual as well as time.

111

RECOMMENDATIONS

Select the right people for the right job.

Hire people with the initiate talent, ability and smart to work in almost any
position.
Offer an attractive, competitive, benefits package with components such as life
insurance, disability insurance and flexible hours.
Provide opportunities for people to share their knowledge via training sessions,
presentation, mentoring others and team assignments.
Demonstrate respect for employees at all times. listen to them deeply, use their
ideas, never shame them.
Enable employees to balance work and life.
Nurture and celebrate organization traditions.
Communicate goals, roles and responsibilities so people know what is expected
and feel like part of in- crowd.

112

CONCLUSION

If an organization succeeds in managing its people well, employee retention

will take care of itself.
A focus on managing the work environment so as to effectively utilize the
available human assets is needed of the hour.
Organization should create an environment that foster ample growth
opportunities, appreciation for work accomplished and a friendly cooperative
atmosphere that make an employee feel their work.
There is growing need of employees who are proud to be associated with the
organization.
It is high time to realize that each employee is valuable and with time added
experience makes them even more valuable.
Retention plans are an expensive way of enhancing workplace productivity and
engaging employees emotionally.
Proficient employees keep the quality up and business operations run smoothly
along with cost saving in the longer run.

113

BIBLOGRAPHY
Books referred:
T.N.CHABRA(HUMAN RESOURCE MANAGEMENT
H John Bernadin., Human Resource Management, Tata McGraw Hills

Websites referred:
http://retention.naukrihub.com/high-level.html
http://www.hr-guide.com/data/215.htm
http://www.videoconworld.com/
http://www.videoconworld.com/consumer-durables/ac/productrange/index.php
http://vanno.com/
http://www.about-fmcg.com/What-is-FMCG/FMCG-industry-facts
http://www.shrmindia.org/knowledge-center/talent-developmentengagement-and-retention/talent-engagement-and-retention/employeeretention-%E2%80%93-measures-and-strategies
http://retention.naukrihub.com/attrition-rate-in-fmcg.html
http://www.mbaskool.com/business-concepts/human-resources-hrterms/2695-employee-retention.html

114

ANNEXURE
QUESTIONNAIRE
Personal details

Less

1-3

4-6

7-9

More

than

years

years

years

than 9

1year

years

How long have you worked

for this company
NAME:
PLEASE

DESCRIBE

YOUR

POSITION

WITH

THE

COMPANY,

DEPARTMENT:

A How would you rate various Strongl Agree Cant

factors in your decision to join y agree
(VIDEOCON)
1) Salary advancement
2) Fringe benefits
3) Career advancement
4) Corporate profile
5) Referred by a friend
6) Advertisement
7) Companys

reputation

as

healthy place to work

115

say

Disagre Strongly
e

disagree

8) Infrastructure of the organization

9) Job challenges
10 Unemployment
)
11 Social responsibility
)
12 Others (specify)
)

WHAT

IS

OPINION,ABOUT

YOUR

Strong

Agr

Cant

Disagr

Strongl

YOUR

ly

ee

Say

ee

JOB PROFILE

agree

disagre
e

Skills are effectively used

)
2)

Encourage cooperation

3)

Sufficient

resources

are

available
4)

Work environment is safe,

comfortable and appropriately
equipped

5)

Encouraged to develop new

116

and more efficient ways to do

my work
6)

Employees are treated fairly

and equally

7)

Managers are available to

discuss job related issues,
when required.

8)

Maintained

consistent

policies and practices

9)

Recognized

employees

contribution
10 Work load is reasonable
)
11 Lack of motivation
)
12 Uneasy

relationship

with

managers

Does the Company, fulfill the Strongl

Satisfi

Cant

Dissati Strongl

following parameters in the y

ed

say

sfied

performance of its activities

satisfie

dissatis

fied

117

1) Duties of the job

2) Training

&

development

3) Opportunities

for

programs

advancement
4) Salary treatment
5) Benefit programs
6) Working conditions
7) Working hours
8) Co-workers
9) Supervision
1

Work culture

0)
1

Open to suggestions

1)
1

Communication system

2)

FACTORS WHICH CAN Strongly Agree

Cant

Disagre

Strongl

MAKE AN EMPLOYEE agree

say

LEAVE

THE

disagre

118

ORGANISATION

1)

Higher pay/benefits

2)

Better job prospects

3)

Work-life balance issues

4)

Changing

management

strategies
5)

Career advancement

6)

Family

and

personal

reasons
7)

Boss attitude

8)

Undefined career path

9)

Company Instability

10 Low morale
)
11 Conflict
)

with

other

employees

12 Lack of team work

)
13 No
)

recognition

and

devaluation

14 Others (specify):
)

119

SIGNATURE:
DATE:

120