A STUDY ON THE ORGANIZATIONAL FACTORS INFLUENCING EMPLOYEE

RETENTION AT SEAPORT LOGISTICS

SUBMITTED BY

SWATHI GUNASEKARAN

MBA HUMAN RESOURCE MANAGEMENT

ENROLLMENT NUMBER: 0217390723

A Report Submitted in Partial fulfillment of the requirements for the

Degree of Master of Business Administration

Pondicherry University

Under the Guidance of

Annie Velma
Lecturer – Loyola College – Pondicherry University

DIRECTORATE OF DISTANCE EDUCATION

PONDICHERRY UNIVERSITY

PONDICHERRY - 605 014

APRIL, 2019
 BONAFIDE CERTIFICATE

Certified that the Project Report titled A STUDY ON THE ORGANIZATIONAL

FACTORS INFLUENCING EMPLOYEE RETENTION is the bonafide work of Ms.

SWATHI GUNASEKARAN who carried out the work under my supervision. Certified

further that to the best of my knowledge the work reported herein does not form part of

any other project report or dissertation on the basis of which a degree or award was

conferred on an earlier occasion on this or any other candidate.

Signature of Student Signature of Guide

Name: SWATHI GUNASEKARAN Name: ANNIE VELMA
Enrollment No: 0217390723 Designation: Lecturer

ii
 ABSTRACT
Employee Retention refers to the techniques employed by the management to help the
employees stay with the organization for a longer period of time. Employee retention strategies
go a long way in motivating the employees so that they stick to the organization for the
maximum time and contribute effectively. Sincere efforts must be taken to ensure growth and
learning for the employees in their current assignments and for them to enjoy their work.
Employee retention has become a major concern for corporate in the current scenario.
Individuals once being trained tend to move to other organizations for better prospects. Lucrative
salary, comfortable timings, better ambience, growth prospects are some of the factors which
prompt an employee to look for a change. Whenever a talented employee expresses his
willingness to move on, it is the responsibility of the management and the human resource team
to intervene immediately and find out the exact reasons leading to the decision. When a business
loses employees, it loses skills, experience and “corporate memory”. The magnitude and nature
of these losses is a critical management issue, affecting productivity, profitability, and product
and service quality. For employees, high turnover can negatively affect employment
relationships, morale and workplace safety. The cost of replacing workers can be high, the
problems associated with finding and training new employees can be considerable, and the
specific workplace-acquired skills and knowledge people walk away with can take years to
replace.
The problem of turnover can be addressed through a variety of pro-active retention strategies:
workplace policies and practices which increase employee commitment and loyalty. Knowledge
transfer initiatives on the other hand, ensure that the knowledge and expertise of a company’s
Employees its 'corporate memory'—are systematically and effectively shared among employees.
They can offset the negative impact of turnover, but can also work pro-actively to reduce
turnover by providing learning and skills development opportunities to employees -factors
known to reduce turnover.

Employee retention and knowledge transfer are two elements of a more general concern that
Might be best termed ‘skills management, i.e., everything that has to do with recruiting,
Maintaining and developing the necessary mix and levels of skill required to achieve
organizational and business objectives.

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iv
 ACKNOWLEDGEMENT

I thank the Lord Almighty for giving me all the wisdom, the knowledge and strength to carry out
this dissertation in a successful manner.

I express my heartfelt thanks to Annie Velma, Lecturer, Loyola College, for whose untiring
help this dissertation would not have been completed at the right time. His meticulous guidance,
valuable suggestion and constant encouragement provided the necessary impetus to complete the
study.

I would like to express gratitude to SEAPORT LOGISTICS, for allowing me to conduct my

research in their prestigious Organization. A Special thanks to Mr. Mubarak Ali T.A, Head HR,
Seaport logistics, Parris Corner, Chennai, my guide who took time off his busy schedule to help
me with my project

Last but not the least, my sincere thanks to my family and friends for their help and
encouragement at every stage of my study.

Thanking,

SWATHI GUNASEKARAN

v
 TABLE OF CONTENTS

1. INTRODUCTION…………………………………………………………………… 1

1.1 The 3R’s of Employee Retention…………………………………………………...... 3

1.2 The Economic Value of Employees over time…………………………………….... 5

1.3 Industry Profile……………………………………………………………………….. 6

1.4 Company Profile……………………………………………………………………… 11

1.5 Statement of Problem……………………………………………………………….. 16

1.5.1 Objective of the study………………………………………………………. ……… 16

1.5.2 Scope and of the study………………………………………...................................... 16

1.5.3 Limitations of the study……………………………………………………................ 16

2. REVIEW OF LITERATURE

2.1 The road to good employee retention………………………………………………. 18

2.1.1 It’s not just the pay………………………………………………………….............. 19

2.1.2 Why do people choose to leave or stay?...................................................................... 19

2.1.3 Workplace culture and commitment………………………………………………… 20

2.1.4 Does one need a formal retention strategy?................................................................. 22

2.2 Review of Literature……………………………………………………..…………... 25

3. RESEARCH METHODOLGY

3.1 Introduction………………………………………………………………………….. 36

3.2 Quantitative Research Methods…………………………………………………….... 36

3.3 Qualitative Research Methods……………………………………………………….. 37

3.3.1 Strengths of Qualitative Research…………………………………………………… 38

3.4 Data Collection Techniques…………………………………………………………. 38

3.5 Sampling Techniques………………………………………………………………... 39

3.5.1 Sampling Design……………………………………………………………. ……… 39

3.6 Types of Data………………………………………………………………………... 40

3.6.1 Secondary Data……………………………………………………………………… 40

3.6.2 Primary Data………………………………………………………………………….40

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3.7 Designing the questionnaire…………………………………………………………. 40

3.7.1 Scaling pattern ………………………………………………………………….…..… 41

3.7.2 Open ended questions……………………………………………………………….... 41

3.7.3 Pre-testing…………………………………………………………………………….. 42

3.7.4 Reliability and Validity of the Questionnaire………………………………….…….. 42

3.8 Statistical Tools and Techniques used…………………………………………….…. 42

4. DATA ANALYSIS AND INTERPRETATION……………………………………. 42

5. MAIN FINDINGS, RECOMMENDATIONS AND CONCLUSIONS

5.1 Main Findings…………………………………………………………………………74

5.2 Recommendations…………………………………………………………………… 75

5.3. Conclusion…………………………………………………………………………….78

APPENDICES

BIBLIOGRAPHY

vii
 LIST OF TABLES

TABLE PAGE
TITLE
NO NO
Recognition, Promotion, Challenging people, Authority and
3.1 Delegation - Do the following factors act as a source of motivation 44

Are monetary benefits more motivational than non-monetary benefits

3.2 for you 45

Does Incentives/Recognition have a positive influence on your

3.3 performance 46

Are the overall monetary benefits provided by your organization

3.4 47
satisfactory
Does the organization recognize your special efforts to make a
3.5 difference at work 48

Are additional roles and responsibilities being imposed to your

3.6 current job profile 49

3.7 Are you vested with appropriate decision-making powers 50

Is the current Grievance Redressal System effective in identifying the
3.8 real basis of the problem 51

Is the procedure followed for addressing grievance fair and

3.9 transparent 52

Did the on boarding process of the organization match your

3.10 expectations as a new employee 53

3.11 Does the organization provide opportunities for career development 54

3.12 Does the organization encourage team working 55

Does the organization follow job rotation policy at regular time
3.13 56
periods
3.14 Does your superior provide you a supportive and encouraging culture 57

3.15 Does the organization allow you to voice your opinions freely 58

3.16 Is your organizational policy and practices human centric 59

3.17 Does your organization value experience over performance 60

3.18 Is there transparency in organizational vision and mission 61

3.19 Are the organizational goals disseminated to you at regular intervals 62

3.20 Do you think SL has a conducive working environment 63

viii
3.21 Age Vs factors that act as a source of motivation 64

3.22 Age Vs Monetary benefits are more motivational than Non-Monetary 65

benefits
3.23 Age Vs Recognition of special efforts 66
Age Vs Opportunities provided by the organization for career
3.24 67
development
3.25 Age Vs Experience over Performance 68
3.26 Retaining factor and Rewards and Recognition 69
3.27 Retaining factor and Authority and Delegation 70
3.28 Retaining factor and Grievance Redressal System 71
3.29 Retaining factor and Working Environment 72

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 LIST OF FIGURES

FIGURE PAGE
TITLE
NO NO
1.1 3 R’s of Employee Retention 4

1.2 Cost to Value of an Employee 5

2.1 Road to Good Employee Retention 18

Recognition, Promotion, Challenging people, Authority and
3.1 Delegation - Do the following factors act as a source of motivation 44
for you

Are monetary benefits more motivational than non-monetary

3.2 benefits for you 45

Does Incentives/Recognition have a positive influence on your

3.3 performance 46

Are the overall monetary benefits provided by your organization

3.4 47
satisfactory
Does the organization recognize your special efforts to make a
3.5 difference at work 48

Are additional roles and responsibilities being imposed to your

3.6 current job profile 49

3.7 Are you vested with appropriate decision-making powers 50

Is the current Grievance Redressal System effective in identifying
3.8 the real basis of the problem 51

Is the procedure followed for addressing grievance fair and

3.9 transparent 52

Did the on boarding process of the organization match your

3.10 expectations as a new employee 53

3.11 Does the organization provide opportunities for career development 54

3.12 Does the organization encourage team working 55

Does the organization follow job rotation policy at regular time
3.13 56
periods
Does your superior provide you a supportive and encouraging
3.14 culture 57

x
3.15 Does the organization allow you to voice your opinions freely
58
3.16 Is your organizational policy and practices human centric
59
3.17 Does your organization value experience over performance
60
3.18 Is there transparency in organizational vision and mission
61
Are the organizational goals disseminated to you at regular
3.19 intervals
62
3.20 Do you think SL has a conducive working environment
63

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 CHAPTERISATION

This report has been organized in the following manner.

Chapter I – Introduction
This chapter contains Introduction about the topic, Objectives of the study, Scope and
Significance of the study, Limitations of the study, Industry profile and Company profile.

Chapter II – Review of Literature

This chapter consists of the Theoretical review and Research review that are available for this
topic

Chapter III - Research Methodology

This chapter includes Primary and Secondary objective and Research Design

Chapter IV - Analysis and Interpretation

This chapter contains the Analysis and Interpretation of the Data collected

Chapter V – Main Findings, Recommendations & Conclusion

This chapter brings out the Findings and Suggestions of the data analyzed and

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CHAPTER I
INTRODUCTION
 1. INTRODUCTION

Employee retention refers to the ability of an organization to retain its employees. Great
companies all have one thing in common: great employees. At the end of the day, despite our
constant advances in technology, business is still conducted by people. So it is important for
companies to retain their top talent.

The term Employee retention can be defined as an effort by a business,

to maintain a working environment which supports current staff in remaining with
the company. Effective employee retention is a systematic effort by employers to create and
foster an environment that encourages current employees to remain employed by having
policies and practices in place that address their diverse needs. A strong retention strategy,
therefore, becomes a powerful recruitment tool.

Simply stated, retention refers to an organization’s ability to keep the employees it has
already hired. The opposite of retention—turnover—is another way to understand and
analyze retention. Many factors can cause turnover, which makes it especially hard to
benchmark. Organizations track turnover in several ways. In its simplest form turnover can
be calculated using the following equation:

Turnover = Number of employees who separated during the month ÷ Total number of
employees at mid-month

Employee separation occurs when an employee permanently leaves the organization for any
reason. For example, an organization with 75 employee separations during the month of July
and 500 employees as of July 15 (mid-month) has a monthly turnover rate of 15 percent
(75/500=15%). Turnover also can be calculated excluding the number of employee
separations that were not under the organization’s control (for example, deaths, marriages,
return to school).

The causes of retention and practices to improve retention can vary dramatically over time
and across jobs, geographic locations, and industries. Depending on the organization, a high
retention rate can be positive or negative. For example, a low retention rate can be desirable
for organizations that want to keep only their best employees, not necessarily those they
consider poor hiring choices. A lower retention rate also might be acceptable if the
organization is downsizing or redefining job roles that would ultimately require new talent.

14
Retention of key employees is critical to the long-term health and success of any
organization. It is a known fact that retaining employees ensures customer satisfaction,
increased product sales, satisfied colleagues and reporting staff, effective succession
planning, and deeply embedded organizational knowledge and learning. Employee retention
matters as organizational issues such as training time and investment, lost knowledge,
insecure employees and a costly candidate search are involved. Hence, failing to retain a key
employee is a costly proposition for an organization. Various estimates suggest that losing a
middle manager in most costs up to five times more salary.

Intelligent employers always realize the importance of retaining the best talent. Retaining
talent has never been so important in the Indian scenario; however, things have changed in
recent years. According to a study, in prominent Indian metros at least, there is no death of
opportunities for the best in the business, or even for the second or third best. Retention of
key employees and treating attrition has never been so important to companies.

In an intensely competitive environment where HR managers are poaching from each other,
organizations can either hold on to their employees tight or lose them to competition. For
gone are the days when employees would stick to an employer for years for want of a better
choice. Now opportunities are abounding. In fact, some reports suggest that attrition levels in
IT companies are as high as 40 percent, but the BPO industry shoots ahead at 40 to 50
percent a year. In India, there are few sectors where the attrition level is much larger
compared to other sectors.
1.1 The 3 R’S of Employee Retention:

To keep the employees and to keep their satisfaction levels high, any organization needs to
implement each of the three R’s of employee retention- Respect, Recognition and Rewards.

Respect is esteem, special regard, or particular consideration given to people. As the pyramid
shows, respect is the foundation of keeping your employees. Recognition and Rewards will
have little effect if you do not respect employees.

Recognition is defined as “special notice or attention” and the “act of perceiving clearly.”
Many problems with retention and morale occur because management is not paying attention
to people’s need and reactions.

15
 Rewards
Recognition
Respect
Figure 1.1

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

Precise methods can be choosing to implement the three R’s but in general, respect should be
the largest component of your efforts. Without it, recognition and rewards seem hollow and
have little effect – or they have negative effects. The magic is truly in the mix of the three.

When implemented, the “3 R’s” approach yields reduced turnover and the following benefits:

 Increased productivity
 Reduced absenteeism
 A more pleasant work environment (for both employees and employer)
 Improved profits

Furthermore, an organization which implements the three R’s will create a hard-to-leave
workplace, one known as having more to offer employees than other employers.

16
 1.2 The Economic Value of Employees Over Time

Figure 1.2

The graphical representation Cost to value of an employee clearly shows how an employee is
a cost to the economic value to the organization in the hiring and on boarding process which
is also referred to as the “Investment Zone”. It is only after appropriate training and on-the-
job assignments that the employees provide return on investment to the organization. It is
called the “Return Zone”. This would be the crucial stage where the organization should
ensure that the employees retain with the organization. If the employees leave the
organization in the return zone then the organization typically loses all the investments it
made on the employees and has to start afresh again.

17
1.3 INDUSTRY PROFILE

The Indian logistics industry is expected to grow by 9-10 per cent per annum, according to an
ICRA note. While there have been fluctuations in the economy and freight demand due to
GST implementation, the impact of the same would be temporary and would be corrected
over the near term. Shamsher Dewan, Vice-President & Sector Head, Corporate Ratings,
ICRA, said:

“Our analysis of the first quarter FY18 performance of key listed logistics companies
indicate that their revenue growth at 6.2 per cent (on Y-o-Y basis) outpaced the real GDP
growth, much of it was supported by increase in freight rates since the latter half of FY17,
while volume growth remained flat for most of the companies.”

“In addition, companies have benefited from the underlying sectors such as automobile,
consumer durables, etc., which have bucked the economic slowdown trend. From a
profitability perspective, while the aggregate operating profit margins improved marginally
on a sequential basis to 9.7 per cent during the first quarter of FY18, there was pressure on
the margins on a Y-o-Y basis.”

The impact of slowdown in the economy and industrial/ manufacturing activity through the
first half of the current FY18, largely on account of GST implementation was also visible in
the performance of logistics companies in India.

Although the manufacturing activity has declined further in July 2017 post-GST
implementation, there has been a gradual improvement in most of economic indicators over
the past couple of months, which suggest the outlook for logistics companies is likely to turn
favorable going forward.

The road freight rates also followed a similar trend, with the decline in industrial activity and
lack of freight demand resulting in a sharp decline of freight rates in July 2017, and
subsequent recovery in August 2017 as the industrial activity and freight demand improved.

“The logistics industry would continue to benefit from economic recovery and revival in
industrial output, while supply side factors like improvement in logistics infrastructure and
emergence of logistics startups would offer further impetus to growth.”

18
Furthermore, prevalence of trends like rise in integrated logistics, e-commerce logistics,
investments in warehousing and penetration of technology in the sector, in tandem with the
ongoing shift towards organized logistics players, would induce a structural shift in the
industry over the longer term,” added Dewan.

Logistics is regarded as the backbone of the economy, providing efficient and cost-effective
flow of goods on which other commercial sectors depend. Logistic industry in India is
evolving rapidly, it is the interplay of infrastructure, technology and new types of service
providers, which defines whether the logistic industry is able to help its customers reduce
their costs in logistic sector and provide effective services.

Despite of the weak economic sentiments, the logistics industry continues to witness growth
due to the growth in retail, e-commerce and manufacturing sectors. The Global Logistics
sector was expected to grow 10-15% in the period 2013-14. Logistics industry is expected to
reach over USD 2 billion by 2019. Rise of e-commerce logistics and increased domestic
consumption will lead the way for the industry in the coming years. With a promise of
growth and improvements, the service-oriented logistics industry is ready to expand beyond
the horizons in the latter half of this decade.

GLOBAL SCENARIO

Currently the annual logistics cost of the world is about USD 3.5 trillion. For any country,
the annual logistics cost varies between 9% and 20% of the GDP, the figure for the US being
about 9%. US-based Armstrong & Associates, Inc. tracks the issues and trends in the world
logistics market and in the US logistics market, in particular, in their annual surveys of top 25
global LSPs. According to the firm, the global logistics market sizes in 1992, 1996 and 2000
were USD 10 billion, USD 25 billion and USD 56 billion, respectively. In 2003 and 2004,
the corresponding figures were USD270 billion and USD 333 billion, registering high growth
rates. Though most of the large LSPs are headquartered in Europe, the US logistics market is
the largest in the world capturing one-third of the world logistics market. In 2003, it was
about USD 80 billion. In 2004, it grew to USD 89 billion, and in 2005, it registered an
impressive growth rate of 16% to cross the USD 100 billion mark for the first time and reach
USD 103.7 billion (Foster and Armstrong, 2004, 2005, 2006). However, considering the fact
that the logistics market in the US is about 10% of its annual logistics cost (Foster and
Armstrong, 2006), there is still immense potential for growth of 3PL in the US in particular,
and in the world in general.

19
Current Status and Dynamics of the Industry

The extant literature on the logistics industry points to a number of issues that service
providers have to address, such as pricing pressures, high costs of operations and low returns
on investments, hiring and retaining talent, pressure from clients to broaden the range of
service offerings and internationalize operations, demand for customized solutions and more
value-added services, besides infrastructural bottlenecks and government regulations. Service
providers complain that clients expect them to have the latest software, databases and ERP
(Enterprise Resource Planning) packages, and invest in new technologies such as RFID and
satellite-based real-time tracking systems. Clients perceive that these investments are part of
the basic service package, and often do not want to match the same with increased payments
for these additional services.

Pressure from clients to broaden the range of service offerings and internationalize
operations, has forced service providers to look for suitable alliances, mergers and
acquisitions that help fill the gaps in service offerings, and industry verticals and geographic
areas served, achieve economies of scale and enhance service providers’

capability to support international operations. Currently, the world logistics market is going
through a consolidation phase. Tibbett & Britten Group of North America was acquired by
Excel Logistics in August, 2004, and Deutsche Post World Net, parent company of DHL,
took over Excel in December, 2005.

Bax Global was taken over by Deutsche Bahn, parent company of Schenker, in November,
2005 while A. P. Möller acquired P&O Nedlloyd in February, 2006, and TNT Logistics was
sold to Apollo Management L. P. in November, 2006. However, mergers and acquisitions
have their own set of problems in terms of integration of two diverse business units. Carbone
and Stone (2005) tracked the evolution of 20 leading European LSPs between 1998 and 2004
in terms of their approach to mergers, acquisitions and alliances, and found that although
growth led to more coverage, integration of two different cultures was one of the most
difficult challenges faced by these firms in the consolidation process. Recent trends in the
logistics industry indicate that to be successful, service providers have to differentiate
themselves from their competitors in terms of offering value-added services, focus on key
customer accounts that have the potential to generate high profitability for a long term, enter
into suitable alliances to complement the range of services offered and geographic areas

20
served, and sell logistics services to clients’ suppliers and customers, thus leading to
complete supply chain integration.

INDIAN SCENARIO

The recent Indian logistics sector comprises of inbound and outbound segments of the
manufacturing and service supply chains. Of late, the logistics infrastructure has gained a lot
of attention both from business industry as well as policy makers. The role of managing this
infrastructure, to effectively compete has been slightly under-emphasized. Inadequate
logistics infrastructure has an effect of creating bottlenecks in the growth of an economy. The
logistics management regimen has the capability of overcoming the disadvantages of the
infrastructure in the short run while providing cutting edge competitiveness in the long term.
There exist several challenges and opportunities for logistics sector in the Indian economy.

Challenges Faced By the Recent Logistics Industry in India

The most essential challenge faced by the industry today is insufficient integration of
transport networks, information technology and warehousing & distribution facilities.
Regulations exist at a number of different tiers, is imposed by national, regional and local
authorities. However, the regulations differ from city to city, hindering the creation of
national networks.

Trained Manpower is essential both for the third-party logistics sector as well as the
manufacturing and retailing sectors, which is very weak at a practical level, i.e., IT, driving
and warehouse as well as at a higher strategic level. The disorganized nature of the logistics
sector in India, its perception as a manpower-heavy industry and lack of adequate training
institutions has led to a shortfall in skilled management and client service personnel. There is
a lack of IT standard, equipment and poor systems integration.

Poor facilities and management are the reason for high levels of loss, damage and
deterioration of stock, mainly in the perishables sector. Part of the problem is insufficient
specialist equipment, i.e. proper refrigerated storage and containers, but it is also partly down
to lack of training. The practitioners and the academicians are now aware of the importance
of logistics and supply chain; however, the field is still under penetrated as far as research is
concerned. It is essential to prioritize research and development so that the weaknesses in the
industry can be taken care of and improved.

21
Solutions to Some of the Challenges

Infrastructure is the backbone of every country’s growth and prosperity and for the logistics
industry to flourish special emphasis has to be on building world-class road networks,
integrated rail corridors, modern cargo facilities at airports and creation of logistics parks
which need to be given a status equivalent to Special Economic Zones.

It is necessary to realize that the benefits which can easily be practiced in logistics industry
can be brought about by the companies by establishing training intuitions, so that there is
improvement in the overall service quality of the sector. Good storage and Warehousing
facilities are important for the growth of the logistics industry. With the increase in the
transportation of perishable products, the logistics agencies need to give a lot of importance
to enhancing the Warehousing facilities.

Warehousing is required to go to the next level considering the changing dynamics of JIT
manufacturing, global procurement and new models of sales and distribution. Emphasis
on research and development is potent mainly because it encourages the use of indigenous
technology which can make the industry cost competitive and can also bring about
improvement in services thereby using better, effective and efficient services. Particular
focus has to be on research in process excellence which can help to eliminate
inefficiencies and bring Indian logistics on par with global practices.

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1.4. COMPANY PROFILE

STUDY OF THE COMPANY PROFILE

SEAPORT LOGISTICS (SEAPOL) is an international leading Freight Forwarding Company

since 1994. SEAPOL offers direct outbound and inbound services to and from major cargo
destinations around the world. Evolving it to meet the changing needs of the industry and
offering quality solutions to clients. SEAPOL has successfully networked itself extensively
so as to be able to meet all service demands. SEAPOL maintains a global track and trace
environment to enable Customers to check the status of consignments anywhere in our
network.

 OUR NETWORK
INDIA, SINGAPORE, MALAYSIA

SERVICES

OCEAN FREIGHT

SEAPOL customers can avail of the complete range of services from Full Container Loads
(FCL) to Less than Container Loads (LCL) on all major global routes, with guaranteed transit
times.

Being a premier service operator, SEAPOL offers inbound and outbound services on all
major trade routes and prides itself in being a leading NVOCC operator. SEAPOL monitors
service standards that ensure minimum time for cargo at all its hubs in the region.

AIR FREIGHT

SEAPOL - As a major global air freight service provider, SEAPOL has strategic alliances
with prime carriers on a regional as well as a global basis. As an IATA approved company,
Freight Systems offers total solutions in sea-air, air-sea and air-air services. The Company
manages consolidation on all major trade routes and is fully equipped to handle charters for
special projects, oversized cargo and dangerous goods.

23
Strategic hubs in the region enable SEAPOL to offer multimode options from and to various
parts of the world. Dedicated container freight stations at each hub expedite container
handling for fast onward connections.

Multi-mode offers a winning combination of ocean freight economy and air freight speed.
The alternative to the speed of air freight and the low cost of ocean freight is a combination
of both. Our customers can then benefit from our outstanding strength in air and ocean
freight, with the added advantage of real-time visibility at every step door-to-door. Sea-Air is
based on the principle of saving money and time.

SEAPOL GROUP - OVERVIEW

OUR SERVICE

Logistics

Sea-Port Logistics Pvt. Ltd. is the flagship company of the SEAPOL group

Shipping

Seaport Shipping Private Limited is a part of the SEAPOL group

Port Equip.

Seapol Port Pvt Ltd is formed under the group of Seapol

Container/Lines

Seapol Group stretched its business in container division as Seaport Lines (India) Pvt. Ltd.

Trading

Eastern Bulk trading & shipping Pvt. Ltd, involved in trading business is a part of SEAPOL

Port

We are one of the leading experts in Seaport logistics.

24
Surface

We have valuable equipment to move any size of cargo in surface

Integrated

We connect our world trade by Road, Rail, Sea & Air

STEVEDORING / SHORE LOGISTICS

We have our own barge crane to empty the vessel

● Accept Vessel Nomination

● Berthing Vessel on arrival
● Discharge Cargo from ship holds
● Transport Cargo to storage plots / warehouse
● High stack cargo to minimize loss
● Suppress dust by water sprinkling as per norms set by the port
● Dispatch cargo to final destination by Road / Rail

CLEARING & FORWARDING

● Filing the documents with Customs together with the respective consignment's
Invoice and Bill of Lading (B.L) for obtaining checklist. To submit the Checklist
after the corrections if any.
HEAVY EQUIOMENT SUPPLY

Especially with regard to cargo related operations, successful and effective operations
heavily depend on the heavy equipment, fleet and vehicles. Our services are strongly
backed by 26 pay loaders, 2 excavators, 2 barges, 65 tipper lorries, 1 dozer, 26 trucks, 6
water tankers, 2 JCBs, 2 mobile weighing bridges and a floating crane for mid-sea
operations. One of our biggest assets is the fleet consisting of 28 mechanical and electro
hydraulic grabs of varied capacities ranging from 4 to 10 cubic meters. Notably, we are the
first logistics company to employ total IT enabled cargo handling operations with less
human intervention. All our trucks carrying cargo are fitted with GPS devices enabling us

25
monitor the trucks from the control room. Therefore, we are in a position to locate a truck
the moment it goes out of the geo fencing.

Over the last decade, we have been offering lightening operations at Tuticorin Port. The
Floating Crane is a great value addition to our portfolio that gives us the monopoly to lighten
over-drafted vessels at anchorage in this port.

We have been paying great attention to administer our equipment portfolio starting from the
point of sourcing the equipment from top manufacturing giants to maintaining them in a
perfect working condition. Thus, we are able to assure seamless, quick and quality services
to our clients. Over and above, we are in the process of enhancing our equipment strength by
bringing in some of the latest cargo handling equipment like radio controlled higher capacity
grabs. We have a huge team of experienced and skilled technicians and company owned
workshops to service and maintain our equipment.

CARGO MOVEMENT / TRANSPORTATION

Mode of Delivery

 By Road: Using our own trucks for delivering the cargo on time to the destination.
 By Rail: We place the indent for wagons with the port as per the instruction of our
clients, arrange the supply of wagons, load the cargo to the wagons maximum
capacity to avoid freight loss to our Clients, and leveling the cargo.
 We obtain the Railway receipt and hand over it to clients. We arrange to off load
the wagons at the Railway siding and transport to the factory at the request of our
clients. The delivery of cargo is given from the storage area round the clock using
our pay loaders without any waiting time.

OUR ACHIEVEMENTS

2013-2014

● Outstanding Traffic Performance - Highest volume handled at Alongside

(excluding Thermal Coal) - Indian Chamber

● Excellence Traffic Performance - Highest volume handled at Anchorage - VOC

Port, Tuticorin

26
 ● Excellence Traffic Performance - Highest volume handled at Alongside
(excluding Thermal Coal) - VOC Port, Tuticorin

● Excellence Traffic Performance - Highest volume of COKE handled in a single

day - VOC Port, Tuticorin

2014-2015

● Outstanding Traffic Performance - Highest volume handled at Alongside

(excluding Thermal Coal) - Indian Chamber

● Excellence Traffic Performance - Highest volume handled at Anchorage - VOC

Port, Tuticorin

● Excellence Traffic Performance - Highest volume handled at Alongside

(excluding Thermal Coal) VOC Port, Tuticorin(2013-2014).

● Iron ore handled at Tuticorin anchorage In capsize vessel as a first

time. - VOC Port, Tuticorin Handled highest volume crossing over 2
Million Tons. - Seapol, Tuticorin

2015-2016

● Seapol Tuticorin has handled the highest Volume of 38,86,468 Lakhs

tons in the year 2014-15. Major contribution shared in the total coal
handled by the VOC Port.

● Highest Volume of deliveries of 35,88,674 MTs also achieved for the

year. (82.31 % by Road and 17.69 % by Rail)

● The highest ever recorded discharge of 41,376 MTs in a single day on

13.11.2014 in the history of VOC PORT, Ex Vessel mv. SHI DAI II for
Malco / Sterlite.

27
 1.4 STATEMENT OF PROBLEM
To identify the organizational factors that influence employee retention at Sundaram
fasteners limited.

1.4.1 OBJECTIVE:

The primary objective of this study is to investigate the organizational factors and how they
influence employee behavior and retention in the organization

Secondary Objectives are:

1. To understand the satisfaction level on rewards and recognition extended to the

employees
2. To understand the authority and delegation extended to the employees
3. To study the level of trust among superior and sub ordinate
4. To understand the involvement of employees in the decision-making process
5. To learn the effectiveness of the Grievance Redressal System in the organisation
6. To study the entry and exit process of the employees in the organisation

1.4.2 SCOPE OF THE STUDY:

The scope of the study is to identify and analyze:

1. The Organizational factors that would influence employee retention using a relative
questionnaire.
2. The data collected for the study can be used as secondary data for another analysis

1.5.3. LIMITATIONS OF THE STUDY:

1. Respondents might not give proper answers as they might fear that their responses
will be held against them.
2. Short time span to collect and analyze the data
3. Employees at the organization do not have the time to give responses.

28
CHAPTER II
REVIEW OF
LITERATURE

29
Review of the Literature

2.1. The Road to Good Employee Retention

Based on our review of the literature, I have developed a list of retention practices that
Captures the main types of interventions discussed in the literature. They are as follows:

1. Compensation and Benefits

2. Recognition and Rewards

3. Training, Professional Development, Career Planning

4. Recruitment & Orientation

5. Healthy Workplace or Wellness Programs

6. Work-Life Balance

7. Job Design & Work Teams

8. Employee Participation & Communication

Figure 2.1

2.1.1. It’s Not Just the Pay …

30
While remuneration and other types of benefits continue to be an important factor in the
retention equation, it is important to note that the current literature treats them as only one 12
potential area for retention, and not always in and of themselves, sufficient to ensure strong
employee commitment. Over the past 10 or 15 years, the business literature dealing with
employee participation, workplace wellness, work-life balance and other topics has
mushroomed, indicating a strong interest in and recognition of how other aspects of working
life influence people’s decisions to stay with or leave a company.

2.1.2. Why do people choose to leave or stay?

Setting aside our list of retention policies and programs, it is clear that there is broad
agreement in the literature about the general features of any potential program that
contributes to good retention. Most of these are directly related to creating a satisfactory work
environment for employees and thus, in turn, to good retention. These features or
‘motivators’ -include:

• A stimulating work environment that makes effective use of people’s skills and knowledge,
allows them a degree of autonomy on the job, provides an avenue for them to contribute
ideas, and allows them to see how their own contribution influence the company’s well-
being.

• Opportunities for learning and skills development and consequent advancements in job
responsibilities.

• Effective communications, including channels for open, two-way communication,

employee participation in decisions that affect them, an understanding of what is happening
in the organization and an understanding of the employer’s main business concerns.

• Good compensation and adequate, flexible benefit plans.

• Recognition on the part of the employer that employees need to strike a good balance
between their lives at work and outside of work.

• Respect and support from peers and supervisors.

Companies that are inflexible, or whose organizational culture is characterized by domination

and autocracy are likely to have dissatisfied employees no matter how good the incentives to
stay maybe Or at the very least, the tenure of their employees is likely to be highly sensitive

31
to changes in specific (usually monetary) incentives: small changes in compensation may
lead to numerous departures. There are however other aspects of the work environment or
particular jobs that can act as strong ‘de-motivators’ that can cause people to leave their
employment. These include:

• Lack of control over one’s work

• Feeling bored or unchallenged by repetitive tasks

• Lack of job security

• Lack of learning opportunities

• More generous compensation or benefits package offered elsewhere

• Concerns about the future of the firm.

It is important to note that some of these de-motivators can occur at the best of firms, or can
be the result of forces that originate beyond the firm itself. That a particular job description
involves many repetitive and boring tasks is not necessarily the result of indifference on the
part of the employer, but is rather inherent in the nature of that type of job. Those employees
are often pulled to other companies or industries by more generous offers are, in part, a result
of the broad characteristics of an industry or the segment of the market in which the company
operates. Nevertheless, as some of our case studies demonstrate, there are companies that
manage to thrive and keep their workers under these types of constraints. Often,
attentiveness, responsiveness, and openness of communications on the part of management
are elements of the business vision that sustain high retention, even under difficult
circumstances.

2.1.3. Workplace Culture & Commitment

There exists a keen interest in the concept of company or workplace ‘culture’ and its
connection with an employee’s sense of ‘commitment’ to his or her employer. Authors in the
HR field speak increasingly of the need to ensure retention by nurturing ‘affective
commitment,’ or, simply put, an employee’s desire to remain a member of a particular
organization for motives beyond compensation or obligation.

A ‘culture of commitment’ is more than just the sum of particular policies or retention
initiatives. It is related rather to overall organizational culture, in other words, not just

32
particular programs but rather how such programs fall into a company’s overall values, how
it communicates with its employees about those values, and how employees perceive their
own role within the company and the value that the company attaches to their individual
contribution.

Because workplace culture depends a lot on how individual perceptions and feelings hold
together, it can of course be difficult to say exactly what decisively makes up a particular
company’s culture. Branham (2001) suggests that commitment-oriented corporate cultures
depend on a number of objective and subjective elements. Cultures of commitment, he
writes:

• View employees as partners.

• Recognize the human needs of all employees.

• Invest in people as the primary source of competitive advantage.

• Communicate clear corporate mission, vision, strategy, goals, and objectives.

• Commit to long-term strategy and the people needed to carry it out.

• Reward system and management styles to support the mission and strategy.

• Focus on “managing the performance contract,” not controlling the people.

• Put a premium on employee involvement in new ideas and innovation.

• Focus on results, not on who gets credit.

• Trust employees enough to delegate.

• Tolerate “intelligent error” and experimentation.

Similarly, Paré et al (2000) confirm a strong link between “affective commitment” and
turnover intention; particularly as such commitment is built through

(i) Skills development opportunities,

(ii) Systems that allow people to recognize their individual contributions, and

33
(iii) Systems that encourage greater participation in decision-making. We may also add to this
list the importance of building trust around such values, and this is particularly true for
companies that are undergoing major changes (Withers, 2001).

Nevertheless, the literature strongly supports the notion that people stay with their employers
if the culture of commitment is strong. Beyond this, however, it is also clear that people are
more likely to stay if the perceived workplace culture however this is communicated is a
good “fit” with the individual’s own interests, orientation and attitudes (Harris and Brannick,
1999).

Indeed, a number of our Automobile sector case studies suggest that while compensation,
personal and professional development opportunities, and other incentives are important in
attracting people and keeping them happy, their decision to stay with the company depends
vitally on how well they fit in to the company’s way of doing business, how it treats
employees, what it expects of them, and how people relate to one another in the workplace.

2.1.4. Does one need a formal retention strategy?

In contrast to “culture,” the term “strategy” refers to a more formalized and planned system
of practices that are linked with an overall vision, a set of values and a mission (although to
some extent “culture” and “strategy” are interdependent). Many companies, particularly
larger ones with fully developed HR departments, engage in elaborate planning exercises in
order to develop a cohesive and unitary strategy to deal with employee retention or, more
generally, human resources management (which often includes retention as one objective),
and roll out particular programs or interventions with explicit reference to an overall
organizing principle.

Indeed, many experts within the HR literature emphasize the importance of such exercises,
and emphasize that good retention is best assured when companies take a strategic approach
to the question. Yet it is clear that taking a strategic approach to HR management can require
considerable resources, and may prove to be too resource-intensive for smaller companies,
particularly companies that are too small to have a department dedicated to HR matters, or
even too small to have an executive exclusively devoted to HR questions.

34
Such formal strategies, and even without having consciously and explicitly addressed
retention as a primary issue. A number of companies have simply developed good corporate
and workplace practices over time simply by being attentive to their workers’ needs and
conscious of the value of the contribution they have made. Indeed, because of their size,
small companies can benefit from a much closer day-to-day interaction between
owners/employers and workers, and this may help to explain why they are well attuned to
their employees’ needs and interests.

Finally, and related to the above, it should be noted that good retention practices need not be
the result of a single, strategic exercise. They often evolve slowly over time, with programs
and policies being implemented on an ad hoc basis in response to perceived employee needs
or the evolving demands of business practice.

What does the evidence say?

Can we definitively say that certain types of HR practices or strategies contribute to good
retention? The academic and research-intensive part of the HR literature offers a considerable
amount of statistical evidence that there exist strong correlations between the
implementations of certain types of practices and indicators of good retention such as reduced
turnover, quit rates, job tenure and higher employee satisfaction.

Consider the conclusions of a number of key studies:

• Comparing the incidence of different types of HR management strategies with a number of

business performance indicators, Leckie and Betcherman (1994) have provided evidence that
indicates a correlation in firms between “good” workforce outcomes (reduced layoffs, quit
rates, accidents and grievances) and HR strategies that emphasize employee participation and
intrinsic rewards.

At the same time, some studies have presented evidence that finds no correlation whatsoever
between reduced turnover and the introduction of ‘progressive,’ ‘innovative,’ ‘alternative,’ or
‘high involvement’ workplace and HR practices. Morrissette and Rosa (2003) find very little
correlation between quit rates and the introduction of different ‘bundles’ of alternative work
practices in the Automobiles manufacturing sector, and they cite a number of other studies
that support similar conclusions.

35
What is one to make of this evidence? Or, perhaps the more familiar question might be
asked:

Is there a ‘business case’ for the introduction of certain types of policies as a way of reducing
employee turnover? Certainly, there is strong evidence to suggest that retention is associated
with certain types of HR practices. At the same time, there appears to be reliable evidence to
the contrary, indicating perhaps that this area of HR research requires more development. It
seems clear, however, that none of the research actually succeeds or fails in making the
‘business case’ for all of the possible combinations of retention practices or strategies that are
implemented by actual firms, nor has it yet been able to encapsulate in a functional way such
intangibles as the quality of the company’s workplace culture or “affective commitment.”
Furthermore, as Leckie and Betcherman (1994) point out, it is still unclear whether successful
practices engender high performance, or whether strong performance creates the resources for
the implementation of such practices (Leckie and Betcherman, 1994).

One of the important conclusions of this report (discussed below) is that there is no “magic
bullet” or set formula for ensuring good employee retention. In the same sense, there is little
evidence that provides a clearly cut business case for all the particular retention practices a
company could conceivable choose to implement. Some of the companies whose practices
have documented have instead relied on understanding the retention challenge by focusing on
their unique circumstances and, to some extent, ‘trial and error’ have relayed vital
information about how well they are keeping their employees. Others simply practice good
retention as a matter of long-standing custom, and rarely, if ever, explicitly address retention
as an area of business concern. It is not uncommon to hear the phrase: “This is just the way
we’ve always done it.”

36
CHAPTER III

RESEARCH
METHODOLOGY

3.1. Introduction

Most emphasis in this paper will be given to the analysis of data that can be put in the form of
ranks, but some analysis approaches suitable for other types of qualitative data will also be
considered. The general questions of why and when are discussed first, but the main focus
will be on issues relating to the how component of data analysis. It is not the intention to

37
present implementation details of any statistical analysis procedures, nor to discuss how
output resulting from the application of statistical software could be interpreted. The aim is to
highlight a few types of research questions that can be answered on the basis of qualitative
information, to discuss the types of data format that will lend themselves readily to
appropriate data analysis procedures and to emphasize how the data analysis can be benefited
by recognizing the data structure and paying attention to relevant sources of variation.

3.2. Quantitative Research Methods

Quantitative methods of data analysis can be of great value to the researcher who is
attempting to draw meaningful results from a large body of qualitative data. The main
beneficial aspect is that it provides the means to separate out the large number of
confounding factors that often obscure the main qualitative findings. Take for example, a
study whose main objective is to look at the role of non-wood tree products in livelihood
strategies of smallholders. Participatory discussions with a number of focus groups could
give rise to a wealth of qualitative information. But the complex nature of inter-relationships
between factors such as the marketability of the products, distance from the road, access to
markets, percent of income derived from sales, level of women participation, etc., requires
some degree of quantification of the data and a subsequent analysis by quantitative methods.
Once such quantifiable components of the data are separated, attention can be focused on
characteristics that are of a more individualistic qualitative nature.

3.3. Qualitative Research Methods:

This Research is mostly based on Qualitative Method.

Qualitative methods of research and analysis provide added value in identifying and
exploring intangible factors such as cultural expectations, gender roles, ethnic and religious
implications and individual feelings. Qualitative research explores relationships and
perceptions held by affected persons and communities. As a result, smaller sample sizes
chosen purposefully can be used for the following reasons:

 The larger the sample size for qualitative data collection is, the more complex, time
consuming and multi-layered the analysis will be.

38
  For a true random sample to be selected, the characteristics under study of the whole
population should be known, which is rarely possible at the early stage of an
emergency.
 Random sampling of a population is likely to produce a representative sample only if
the research characteristics are evenly distributed within the population. There is no
evidence that the values, beliefs, attitude and perceptions that form the core of
qualitative research are normally distributed, making the probability approach
inappropriate.
 Some informants are more likely to provide greater insight and understanding of a
disaster’s impact to the assessment team, due to a variety of factors including their
social, economic, educational, and cultural position in the community. Choosing
someone at random to answer a qualitative question would be analogous to randomly
asking a passer-by how to repair a broken car, rather than asking a garage mechanic.

The qualitative sample must be big enough to assure inclusion of most or all of the
perceptions that might be important. The smaller the sample size is, the narrower the range of
perceptions that may be heard. The larger the sample size, the less likely it is that assessment
team would fail to discover a perception that they would have wanted to know. In other
words, the objective in designing qualitative research is to reduce the chances of discovery
failure as opposed to reducing (quantitative) estimation error. In practice, the number of
sample sites or groups becomes obvious as the assessment progresses, as new categories,
themes and explanations stop emerging from the data (theoretical saturation). Clearly this
requires a flexible assessment design and an iterative, cyclical approach to sampling, data
collection, analysis and interpretation. Data originally obtained as qualitative information
about individual items may give rise to quantitative data if they are recoded or categorized
numerically. Conversely, data that are originally quantitative are sometimes grouped into
categories to become qualitative data (for example, income below $5/day, income between $6
and $20, and income above $20).

Data gathered through qualitative methods is often presented in the form of a case study.
However, as with all data, results can also be presented in graphs, tables and using other
(traditionally) quantitative methods. It is important, though, to realize that just because
qualitative information is presented in a graph, it does not suddenly become quantitative.

39
3.3.1. Strengths of Qualitative Research

The main strengths of qualitative data collection are that it provides14:

 Rich and detailed information about affected populations
 Perspectives of specific social and cultural contexts (i.e. the human voice of the
disaster)
 Inclusion of a diverse and representative cross section of affected persons
 In depth analysis of the impact of an emergency
 A data collection process which requires limited numbers of respondents
 A data collection process which can be carried out with limited resources.

3.4. Data Collection Techniques

Both quantitative and qualitative data are empiric, but collect different kinds of information
using different methods. Neither type of data is intrinsically superior to the other. Rather, the
key in developing an accurate and holistic picture of the impact of a disaster on an affected
population is in ensuring that the type of data collected matches with the method of collection
to ensure the best possible data. Asking the right questions in the right ways at the right time
and of the right audiences is vital to achieving reliable16, valid, and usable assessment
information.

During the immediate days following a sudden onset emergency, assessment teams will be
dependent primarily on secondary data. As access to affected populations and areas increases,
assessment teams will be able to increase their use of primary data. There are four main ways
to collect primary information in the field during phases I and II of an assessment. These
include:

 Direct observation.
 Key informant interviews (KIs) provide key information on individual perspectives
and experiences.
 Focus group discussions can be effective in identifying the cultural norms and
understanding the issues of concern within groups or sub groups in an affected
population17, but demand a highly skilled facilitator.

40
  Community group discussions are a more general group discussion with disaster
affected persons located at a specific site impacted by the crisis. A community group
has less homogeneity than an FGD.

3.5. Sampling Techniques

A sample is the representation of the universe. The sampling technique used for the purpose
of research is deliberate sampling.

Deliberate sampling is also known as purposive or non-probability sampling. This sampling

method involves purposive or deliberate selection of particular units of the universe for
constituting a sample which represents the universe. When population elements are selected
for inclusion in the sample based on the access, it can be called convenience sampling.

3.5.1. Sampling Design

Samples are devices for learning about masses by surveying a few individuals. The following
sampling method was used to obtain the study sample –
 Sample Frame: Employees of Sundaram Fasteners Limited, Padi, Chennai
 Unit of Analysis: Employees of Sundaram Fasteners Limited.
 Sample Size: For the purpose of the study, a sample size 103 has been used.
 Sampling Technique: Deliberate (Purposive or Non-Probability) sampling
3.6. Types of Data

3.6.1 Secondary Data

Secondary data can be classified into three different subgroups: Documentary, Multiple
source and Survey. Documentary second hand data comes in both written and non written
form. It is the data that can be collected from sources such as journals, databases, transcripts
etc. This form of data is dependent on the access the researcher has to it. Survey based
secondary data is the data that is collected through the survey and is available as data table
forms. Multiple source secondary data is data that has been compiled into documentary or
survey form the main characteristics of this type of data is that it has been changed into a
different form before the researcher is assessing the data (Saunders et al., 2007).

41
We have mainly used documentary secondary data combined with multiple source data.
Documentary secondary data has been the data collected through different types of research
conducted within the topic, articles, and books that are written on employee retention and
factors leading to employee retention. This type of data has been the fundamental source for
gaining knowledge within the topic in order for us to be able approach the research problem.

3.6.2. Primary data

Primary data for our research was collected through questionnaires. When collecting primary
data one can choose to do interviews, observations, experiments, and questionnaires. Due to
the purpose of our research, only the questionnaire method would be able to approach the
topic and be able to collect the answers in a satisfactory manner. In our research the primary
data is mainly concerned with finding out the factors that influence employee retention at SL.

3.7. Designing the Questionnaire:

Designing the questionnaire plays an important role in the quality of the research by
influencing the quality of the data collected. Gillham (2000) supports the point raised by
stating that in order to take advantages of the questionnaire, as a method of data collection, it
is important to design and plan the questionnaire carefully.
Also, Denscombe (2007:156), states that “if the questionnaire is to produce worthwhile
results, the researcher needs to have a clear plan of action in mind and some reasonable idea
of the cost and timescale involved in the venture". When designing the questionnaire, some
points must be taken in consideration. According to Bryman (2004; 161) the researchers must
consider the following points in designing the questions in a questionnaire "Avoid ambiguous
terms, long questions, double-barreled questions, very general questions, negative questions,
leading questions and using technical terms".
The researcher has tried to follow the above recommendations in designing the questionnaire
f or this study, in order to be able to maintain some quality in the research.

42
3.7.1. Scaling Pattern

The Likert scale was used for scaling responses. A Likert scale is a psychometric scale
commonly involved in research that employs questionnaires. It is the most widely used
approach to scaling responses in survey research. The scale is named after its inventor,
psychologist Rensis Likert. When responding to a Likert questionnaire item, respondents
specify their level of agreement or disagreement on a symmetric scale between agree -
disagree for a series of statements. The scaling was done on a scale of 1 – 5 where;

1-Strongly Disagree
2- Disagree
3- Neutral
4- Agree
5- Strongly Agree

3.7.2. Open Ended Questions

An open-ended question is designed to encourage a full, meaningful answer using the

subject's own knowledge and/or feelings. It is the opposite of a closed-ended question, which
encourages a short or single-word answer. Open-ended questions also tend to be more
objective and less leading than closed-ended questions

3.7.3. Pre – Testing

Once the items have been chosen we pretest the entire questionnaire to ensure the process
runs smoothly and gives an accurate representation of employee’s views. Before
questionnaires are administered to any group, testing is necessary. Pretest accepts the fact that
no amount of evaluation, native talent or logical thinking will substitute for careful recording,
tabulation and analysis of the data collected. In short pretest is a means of catching and
solving undetected problems in using the questionnaire especially the phrasing, meaning
sequence of the question, and for additional question length and many more.

43
3.7.4. Reliability and validity of Questionnaire

Reliability Statistics
Cronbach's Alpha N of Items

.719 20

3.8. Statistical Tools & Techniques Used

For the purpose of analysis and interpretation, tables, pictorial representation comprising of
graphs were made using SPSS 22 (originally, Statistical Package for the Social Sciences) for
more accurate picture of the findings. The statistical tools used were as follows:
1. Percentage Analysis
2. Spearman’s Coefficient of Correlation
3. Cross tabulation

44
CHAPTER IV

ANALYSIS
&
INTERPRETATION

45
 DATA ANALYSIS AND INTERPRETATION

Recognition, Promotion, Challenging people, Authority and Delegation - Do the

following factors act as a source of motivation for you?

Frequency Percent
Neutral 4 3.9
Agree 57 55.3
Strongly Agree 42 40.8
Total 103 100.0
Table No 3.1

Figure No 3.1

INFERENCE:
From the above table it is inferred that 57% of the respondents agree that recognition,
promotion, challenging people, authority and delegation act as a source of motivation for
them. 42% of them strongly agree, while a meager 4% have said that they neither agree nor
disagree.

46
Are monetary benefits more motivational than non-monetary benefits for you?

Frequency Percent
Disagree 8 7.8
Neutral 33 32.0
Agree 40 38.8
Strongly Agree 22 21.4
Total 103 100.0
Table no 3.2

Figure no 3.2

INFERENCE:

From the above table it is inferred that 40% of the respondents agree that monetary benefits
are more motivational than non-monetary benefits, while 22% have said that they strongly
agree with the statement. 33% of them have said that they neither agree nor disagree and
about 8% of them have completely disagreed that monetary benefits are more motivational.

47
Does Incentives/Recognition have a Positive Influence on your performance?

Frequency Percent
Disagree 8 7.8
Neutral 13 12.6
Agree 24 23.3
Strongly Agree 58 56.3
Total 103 100.0
Table no 3.3

Figure No 3.3

INFERENCE:

From the above table it is inferred that 58% of the respondents have strongly agreed and 24%
of them have agreed that incentives/recognition has a positive influence on their performance.
33% of them have said that they neither agree nor disagree in this regard and about 8% have
completely disagreed in this regard.

48
Are the overall monetary benefits provided by your organization satisfactory?

Frequency Percent
Disagree 8 7.8
Neutral 32 31.1
Agree 41 39.8
Strongly Agree 22 21.4
Total 103 100.0

Table no 3.4

Figure No 3.4

INFERENCE:
From the above table it is inferred that 22% of the respondents strongly agree that the overall
monetary benefits provided by the organization is satisfactory while, 41% agree with the
same. 32% of them have neither agreed nor disagreed and about 8% of them have said that
they disagree that the monetary benefits provided are satisfactory.

49
Does the organization recognize your special efforts to make a difference at work?

Frequency Percent
Strongly Disagree 4 3.9
Disagree 4 3.9
Neutral 33 32.0
Agree 46 44.7
Strongly Agree 16 15.5
Total 103 100.0
Table No 3.5

Figure No 3.5

INFERENCE:
From the above it is inferred that out of the 103 respondents, 46% agree that the organization
recognizes employees’ efforts to make a difference at work. 16% of the respondents strongly
agree to this as well. 33%, 4% and 4% of the respondents are neutral, disagree and strongly
disagree respectively.

50
Are Additional Roles and Responsibilities being imposed to your current Job Profile?

Frequency Percent
Neutral 55 53.4
Agree 32 31.1
Strongly Agree 16 15.5
Total 103 100.0
Table No 3.6

Figure No 3.6

INFERENCE:
From the above table it can be inferred that 55% of the respondents have neither agreed nor
disagreed that additional roles and responsibilities are imposed on their current job profile.
32% have agreed and 16% of the respondents have strongly agreed that additional roles and
responsibilities are imposed.

51
Are you vested with appropriate decision-making powers?

Frequency Percent
Disagree 4 3.9
Neutral 37 35.9
Agree 54 52.4
Strongly Agree 8 7.8
Total 103 100.0

Table No 3.7

Figure No 3.8

INFERENCE:
The above table shows that 54% of the respondents have agreed that they are vested with
appropriate decision-making powers in the organization. 8% of the respondents have strongly
agreed while, 37% of them have neither agreed nor disagreed. Only a mere 4% have
disagreed in this regard.

52
Is the current Grievance Redressal System Effective in identifying the real basis of the
problem?
Frequency Percent
Disagree 25 24.3
Neutral 44 42.7
Agree 30 29.1
Strongly Disagree 4 3.9
Total 103 100.0
Table No 3.8

Figure No 3.8

INFERENCE:
The interpretation from the above table indicates that 44% of the respondents have neither
agreed nor disagreed with regard to the effectiveness of the grievance redressal system in
identifying the real basis of the problem. 30% have given a positive feedback stating that it is
effective, while 25% of the respondents feel that it does not identify the real basis of the
problem.

53
Is the procedure followed for addressing grievance fair and transparent?

Frequency Percent
Strongly Disagree 4 3.9
Disagree 8 7.8
Neutral 37 35.9
Agree 46 44.7
Strongly Agree 8 7.8
Total 103 100.0
Table No 3.9

Figure No 3.9

INFERENCE:
From the above table it can be inferred that 46% of the respondents have agreed that the
grievance handling procedure is fair and transparent in the organization. 37% of them have
neither agreed nor disagreed while 8% have strongly agreed. 8% and 4% of the respondents
have disagreed and strongly disagreed respectively.

54
Did the on boarding process of the organization match your expectations as a
new employee?
Frequency Percent
Strongly Disagree 4 3.9
Disagree 12 11.7
Neutral 9 8.7
Agree 48 46.6
Strongly Agree 30 29.1
Total 103 100.0
Table No 3.10

Figure No 3.10

INFERENCE:
The above table shows that 48% of the respondents have agreed that the on boarding process
of the organization was satisfactory, while 30% have strongly agreed. 9% of the respondents
have neither agreed nor disagreed and 12% and 4% disagree and strongly disagree
respectively.

55
Does the organization provide opportunities for Career Development?

Frequency Percent
Disagree 4 3.9
Neutral 21 20.4
Agree 45 43.7
Strongly Agree 33 32.0
Total 103 100.0
Table No 3.11

Figure No 3.11

INFERENCE:
From the above table it can be inferred that 45% of the respondents have agreed that the
organization provides opportunities for career development. 33% of the respondents have
strongly agreed while 21% remained neutral. 4% of the respondents have disagreed that the
organization provides career development opportunities.

56
Does the organization encourage team working?

Frequency Percent
Strongly Disagree 4 3.9
Disagree 8 7.8
Neutral 16 15.5
Agree 46 44.7
Strongly Agree 29 28.2
Total 103 100.0
Table No 3.12

Figure No 3.12

INFERENCE:
From the above table it is inferred that 46% of the respondents agree that the organization
encourages team working. 29% of the respondents strongly agree with the same. 16%, 8%
and 4% of the respondents neither agree nor disagree, disagree and strongly disagree
respectively.

57
Does the Organization follow job rotation policy at regular time periods?

Frequency Percent
Neutral 17 16.5
Agree 49 47.6
Strongly Agree 37 35.9
Total 103 100.0
Table No 3.13

Figure No 3.13

INFRERENCE:
The above table shows that 49% of the respondents agree that the job rotation policy is
followed at regular intervals in the organization. 37% of the respondents strongly agreed with
the same. The remaining 17% of the respondents neither agreed nor disagree.

58
Does your superior provide you a supportive and encouraging culture?

Frequency Percent
Neutral 28 27.2
Agree 42 40.8
Strongly Agree 33 32.0
Total 103 100.0
Table No 3.14

Figure No 3.14

INFERENCE:
From the above table it can be inferred that 42% of the respondents agree that their superior
provides a supportive and encouraging culture while 33% strongly agree with the same. 28%
of the respondents neither agreed nor disagreed in this regard.

59
Does the organization allow you to voice your opinions freely?

Frequency Percent
Strongly Disagree 4 3.9
Disagree 12 11.7
Neutral 29 28.2
Agree 33 32.0
Strongly Agree 25 24.3
Total 103 100.0
Table No 3.15

Figure No 3.15

INFERENCE:
From the above it can be inferred that 33% of the respondents agree that the organization
allows them to voice their opinions freely and 25% of them strongly agree with the same.
29% of the respondents neither agree nor disagree in this regard. 12% and 4% of the
respondents disagree and strongly disagree respectively.

60
Is your organizational policy and practices human centric?

Frequency Percent
Disagree 13 12.6
Neutral 20 19.4
Agree 45 43.7
Strongly Agree 25 24.3
Total 103 100.0
Table No 3.16

Figure No 3.16

INFERENCE:
The above table shows that 45% of the respondents agree that the organizational policies and
practices are human centric, while 25% strongly agree to it. 20% of the respondents neither
agree nor disagree and 13% disagree to the same.

61
Does your organization value experience over performance?
Frequency Percent
Disagree 4 3.9
Neutral 37 35.9
Agree 58 56.3
Strongly Agree 4 3.9
Total 103 100.0
Table No 3.17

Figure no 3.17

INFERENCE:
From the above table it is inferred that 58% of the respondents agree that the organization
values experience over performance and 4% strongly agree with the same. 37% neither agree
nor disagree and 4% disagrees that the organization values experience over performance.

62
Is there transparency in organizational vision and mission?

Frequency Percent
Disagree 17 16.5
Neutral 24 23.3
Agree 33 32.0
Strongly Agree 29 28.2
Total 103 100.0
Table No 3.18

Figure No 3.19

INFERENCE:
From the above table it is inferred that 33% of the respondents agree that there is
transparency in the organizational vision and mission. 29% of them strongly agree while 24%
neither agree nor disagree. 17% disagree that there is transparency in the organizational
vision and mission.

63
 Are the organizational goals disseminated to you at regular intervals?

Frequency Percent
Strongly Disagree 4 3.9
Disagree 17 16.5
Neutral 32 31.1
Agree 42 40.8
Strongly Agree 8 7.8
Total 103 100.0
Table No 3.19

Figure No 3.19

INFERENCE:
From the above table it is inferred that 42% of the respondents agree that the organizational
goals are disseminated to them regularly while 8% strongly agree in this regard. 32% neither
agree nor disagree and 17% disagree that the organization disseminates organizational goals
to the employees. 4% strongly disagree with the same.

64
Do you think SL has a conducive working Environment?

Frequency Percent
Yes 99 96.1
No 4 3.9
Total 103 100.0
Table No 3.20

Figure No 3.20

INFERENCE:
From the above table it can be inferred that 99% of the respondents feel that SL has a
conducive working environment while the remaining 4% feel that SL does not have a
conducive working environment.

65
CROSS TABULATION AND INTERPRETATION

The following table shows the age and its impact on how employees view factors of retention
in the organization.

Age Vs factors that act as a source of motivation

Age * Recognition, Promotion, Challenging people, Authority and Delegation - Do

the following factors act as a source of motivation for you?

Recognition, Promotion, Challenging people,

Authority and Delegation - Do the following
factors act as a source of motivation for you?
Strongly
Neutral Agree Agree Total
Age 21yrs - 30yrs 0 34 39 73
31yrs - 40yrs 0 17 2 19
41yrs - 50yrs 0 5 1 6
Above 50yrs 4 1 0 5
Total 4 57 42 103

Table No 3.21

INFERENCE:
From the above table it can be inferred that respondents between the age group 21yrs-30yrs
strongly agree that the mentioned factors are a source of motivation according to them.
Respondents between the age group 31yrs-40yrs and 41yrs-50yrs agree, while respondents
above 50yrs have remained neutral in this regard.

66
 Age Vs Monetary benefits are more motivational than Non-Monetary benefits

Age * Are monetary benefits more motivational than non-monetary benefits for you?

Are monetary benefits more motivational than non-monetary benefits for

you?
Disagree Neutral Agree Strongly Agree Total
Age 21yrs - 30yrs 8 28 15 22 73
31yrs - 40yrs 0 3 16 0 19
41yrs - 50yrs 0 2 4 0 6
Above 50yrs 0 0 5 0 5
Total 8 33 40 22 103

Table No 3.22

INFERENCE:
From the above table it can be inferred that the respondents between the age group of 21yrs-
30yrs have mostly remained neutral in this regard, while those between the age group of
31yrs-40yrs and 41yrs-50yrs have agreed that monetary benefits are more motivational than
non-monetary benefits.

67
 Age Vs Recognition of special efforts

Age * Does the organization recognize your special efforts to make a difference at
work?

Does the organization recognize your special efforts to

make a difference at work?
Strongly Strongly
Disagree Disagree Neutral Agree Agree Total
21yrs - 30yrs 4 4 21 34 10 73
Age 31yrs - 40yrs 0 0 6 12 1 19
41yrs - 50yrs 0 0 1 0 5 6
Above 50yrs 0 0 5 0 0 5
Total 4 4 33 46 16 103
Table No 3.23

INFERENCE:
From the above table it can be inferred that respondents between the age group of 21yrs-
30yrs and 31yrs-40yrs have agreed that the organization recognizes employees’ special
efforts to make a difference in their work. Respondents between the age of 41yrs-50yrs and
above 50yrs have neither agreed nor disagreed in this regard.

68
 Age Vs Opportunities provided by the Organization for Career Development

Age * Does the organization provide opportunities for career development?

Does the organization provide opportunities for career

development?
Strongly
Disagree Neutral Agree Agree Total
21yrs - 30yrs 1 15 33 24 73
Age 31yrs - 40yrs 2 5 8 4 19
41yrs - 50yrs 1 1 4 0 6
Above 50yrs 0 0 0 5 5
Total 4 21 45 33 103

Table No 3.24

INFERENCE:
From the above table it can be inferred that respondents between the age 21yrs-30yrs, 31yrs-
40yrs and 41yrs-50yrs have agreed that the organization provides opportunities for career
development. While respondents above the age of 50yrs have strongly agreed in this regard.

69
 Age Vs Experience over Performance

Age * Does your organization value experience over performance?

Does your organization value experience over

performance?
Strongly
Disagree Neutral Agree Agree Total
21yrs - 30yrs 4 27 42 0 73
Age 31yrs - 40yrs 0 5 10 4 19
41yrs - 50yrs 0 1 5 0 6
Above 50yrs 0 4 1 0 5
Total 4 37 58 4 103

Table No 3.25

INFERENCE:
From the above table it can be inferred that almost all the respondents of all age groups agree
with that the organization values experience over performance except for a few.

70
CORRELATION:

Retaining Factor and Rewards and Recognition

Correlations

According to you
which out of the
REWARDS & following is a
RECOGNITION retaining factor?
Spearman's rho REWARDS AND Correlation
1.000 .034
RECOGNITION Coefficient
Sig. (2-tailed) . .737
N 103 103
According to you which Correlation
.034 1.000
out of the following is a Coefficient
retaining factor? Sig. (2-tailed) .737 .
N 103 103
Table No 3.26

INFERENCE:
The correlation between the retaining factor in the view of employees and the rewards and
recognition offered by the organization is 0.737. There is a high positive correlation between
the factor which employees feel is a retaining factor and the rewards and recognition
provided by the organization.

71
Retaining factor and Authority and Delegation

Correlations

According to
you which out
of the following AUTHORITY
is a retaining AND
factor? DELEGATION
Spearman's rho According to you which Correlation
1.000 .057
out of the following is a Coefficient
retaining factor? Sig. (2-tailed) . .566
N 103 103
AUTHORITY AND Correlation
.057 1.000
DELEGATION Coefficient
Sig. (2-tailed) .566 .
N 103 103
Table No 3.27

INFERENCE:
The correlation between the retaining factor in the view of employees and the authority and
delegation vested with the employees by the organization is 0.566. There is a moderate
positive correlation between the factor which employees feel is a retaining factor and the
authority and delegation provided by the organization.

72
Retaining factor and Grievance Redressal System

Correlations

EFFECTIVENE
According to you SS OF
which out of the GRIEVANCE
following is a REDRESSAL
retaining factor? SYSTEM
Spearman's rho According to you which Correlation
1.000 .065
out of the following is a Coefficient
retaining factor? Sig. (2-tailed) . .516
N 103 103
EFFECTIVENESS OF Correlation
.065 1.000
GRIEVANCE Coefficient
REDRESSAL SYSTEM Sig. (2-tailed) .516 .
N 103 103
Table No 3.28

INFERENCE:
The correlation between the retaining factor in the view of employees and the effectiveness of
grievance redressal system followed in the organization is 0.516. There is a moderate positive
correlation between the factor which employees feel is a retaining factor and the effectiveness
of grievance redressal system followed in the organization.

73
Retaining factor and Working Environment

Correlations

According to you
which out of the
following is a WORKING
retaining factor? ENVIRONMENT
Spearman's rho According to you which Correlation
1.000 .078
out of the following is a Coefficient
retaining factor? Sig. (2-tailed) . .436
N 103 103
WORKING Correlation
.078 1.000
ENVIRONMENT Coefficient
Sig. (2-tailed) .436 .
N 103 103
Table No 3.29

INFERENCE:
The correlation between the retaining factor in the view of employees and the working
environment existing in the organization is 0.436. There is a moderate positive correlation
between the factor which employees feel is a retaining factor and the working environment of
the organization.

74
CHAPTER V

MAIN FINDINGS,
RECOMMENDATIONS &
CONCLUSIONS

75
5.1. MAIN FINDINGS

 Recognition, Promotion, Challenging people, Authority and Delegation does act as a

source of motivation for the respondents and is reflected through their performance.
 Monetary benefits are found to be a better source of motivation than Non-Monetary
benefits amongst the respondents and SL has succeeded in capturing this and
providing the employees with satisfactory monetary benefits.
 SL takes various measures to identify the efforts of employees who strive to make a
difference in the work they do and acknowledge them for the work done.
 The employees are given additional roles and responsibilities to manage apart from
their own i.e., Job Enlargement is prevalent in the organization.
 SL has entrusted the employees with appropriate decision-making powers which
enables the employees to resolve issues quickly and also makes them to feel more
responsible and accountable in the organization.
 The grievance redressal system followed in SL is fair and transparent but it has not
been able to identify the real basis of the problem effectively.
 SL has an effective on boarding process and also provides opportunities for career
development to the employees.
 SL provides an environment that encourages employees to voice their opinions freely
through human centric policies and practices.
 SL values experience of employees over their performance.
 SL has mission, vision and goals that are transparent and ensures that they are
disseminated to the employees regularly.
 SL provides a favorable working environment for its employees which acts as a major
reason for retention of employees.
 Out of all the factors considered for employee retention at SL, rewards and
recognition is found to be the forerunner followed by authority and delegation,
grievance redressal system and working environment.

76
5.2. RECOMMENDATIONS

 The organisation should take steps to improve the work place by altering the infra
structure and updating to newer technology in order to better the working
environment.
 The organisation should shed the primitive culture of valuing experienced employees
over performing employees.
 The organisation should ensure that the grievances are addressed by identifying the
real basis of the problem and not just to find a temporary solution.
 The organisation should not impose additional roles and responsibilities on employees
for longer periods.
 The organisation should take additional steps to identify factors that motivate
employees the most and incorporate it.
 Though the organization has provided an environment which enables employees to
voice their opinions freely in reality not many employees come forward to share their
views and opinions openly.
 Certain policies and practices are process oriented and the organization should take
measures to ensure that they are people oriented.

5.3. CONCLUSION

Putting it simply, retention isn’t easy. Particularly when many participants come to their new
jobs with little work history and outside “barriers” like childcare problems or substance abuse
history, there’s a lot that can go wrong. The programs in this report vary in many respects,
but they share a commitment both to preparing jobseekers for the culture of the workplace,
and identifying and addressing those “life issues” that can interfere with sustained
employment even if everything on the job is fine. Beyond those universal elements, these
three programs achieved success by “knowing their audiences “keying in on what their job
seekers could and couldn’t do, and what the employers who would hopefully hire program
graduates wanted and needed. In most cases, partnerships with community-based
organizations helped the JI sites better understand, and work with, program participants. One
key contribution of the Casey Jobs Initiative was to further the trend away from the
traditional, mission-driven approach to job training and employment services in favor of a
“dual-customer” approach focused on both businesses and new workers. On employer

77
engagement, the key was to get “buy-in” and build credibility by working with firms on
program design, continuously fine-tuning programs in response to employer feedback, and
staying in touch with both placed workers and their bosses to help address whatever problems
came up after placement. Casey’s support for the Jobs Initiative is scheduled to sunset this
year, but these programs will go forward and hopefully inspire others to benefit from the
lessons they learned.

There is no guaranteed path toward achieving high employee retention. It is impossible to

provide a definite guide or list of steps to follow in order to become a top employer in your
area. Every workplace is influenced by different variables – some controllable and some
uncontrollable. There are, however, a number of decisions that you, as an employer, can
make that will have an effect employee morale and satisfaction. Flexibility, open-
mindedness, and compassion are key to meeting the needs of your employees. And
remember: striving to achieve low turnover and generate employee loyalty will have a
positive impact on customer relations, employee relations, and ultimately on the bottom line

78
APPENDICES

79
A STUDY ON FACTORS INFLUENCING EMPLOYEE RETENTION

QUESTIONNAIRE

1. Name (Optional):
2. Age: Gender:
3. Educational Qualification:
4. Department:
5. Years of Experience:

6. Recognition, Promotion, Challenging people, Authority and Delegation - Do the

following factors act as a source of motivation for you?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

7. Are monetary benefits more motivational than non-monetary benefits for you?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

8. Does Incentives/Recognition have a positive influence on your performance?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

9. Are the overall monetary benefits provided by your organisation satisfactory?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
Disagree

10. Does the organisation recognise your special efforts to make a difference at work?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
Disagree

11. Does the organisation provide opportunities for career development?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
Disagree

12. Does the organisation encourage team working?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
Disagree

13. Does the organisation follow job rotation policy at regular time periods?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
Disagree

80
14. Are additional roles and responsibilities being imposed to your current job profile?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
Disagree

15. Are you vested with appropriate decision-making powers?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

16. Is the current Grievance Redressal System effective in identifying the real basis of the
problem?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

17. Is the procedure followed for addressing grievance fair and transparent?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

18. Did the on boarding process of the organisation match your expectations as a new
employee?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

19. Does your superior provide you a supportive and encouraging culture?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

20. Does the organisation allow you to voice your opinions freely?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

21. Is your organisational policy and practices human centric?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

22. Does your organisation value experience over performance?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

23. Is there transparency in organisational vision and mission?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

24. Are the organisational goals disseminated to you at regular intervals?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
Disagree

81
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83
 CERTIFICATE OF THE GUIDE

This is to Certify that the project work titled by A STUDY ON THE

ORGANIZATIONAL FACTORS INFLUENCING EMPLOYEE RETENTION as a bonafide
work of Ms. SWATHI GUNASEKARAN Enrollment No: 0217390723 carried in partial
fulfillment for the award of Degree of MBA in Human Resource Management of
Pondicherry University under my guidance. This project work is original and not submitted
earlier for the award of any Degree / Diploma or any Associate of any other University /
Institution.

Place: Signature of the Guide

Date:

84