Project Report Format

EMPLOYEE RETENTION IN PRIVATE SECTOR| 1
PROJECT REPORT
ON
“EMPLOYEE RETENTION IN PRIVATE SECTOR”
SUBMITTED IN THE PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE
AWARD OF THE DEGREE OF MASTERS OF BUSINESS
ADMINISTRATION
ACADEMIC SESSION (2020 – 2021)
PATEL INSTITUTE OF MANAGEMENT & TECHNOLOGY
RAJPURA
SUB TO: HARPREET MA’AM SUB BY: SIMRAN CHOUHAN
ROLL NO.: 4024
CLASS: MBA-1(SEM-2nd)
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DECLARATION
This to certify that the project report entitled “Employee Retention In Private Sector” is done by
me is an authentic work carried out for the partial fulfilment of the requirements for the award of
the degree Masters Of Business Administration, under the guidance of Harpreet Mam. The
matter embodied in this project work has not been submitted earlier for award of any degree to
the best of my knowledge and belief.
Student sign:
SIMRAN CHOUHAN
24
MBA
PIMT RAJPURA
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ACKNOWLEDGEMENT
A project report is the result of not only hard work of the student but also a symbol of
guidance, encouragement and help given by many people.
This is actually a teamwork done by many people including research guide, parents and
my brother. So before presenting the work I would like to serve my sincere regards and
thanks to these people.
I would like to give special thanks to Harpreet Mam for constant guidance and
encouragement throughout.
With special regards I sincerely submit my heartiest devotion to my parent and friends
who provided me with the time, support and inspiration which are very much needed to
prepare this report.
SIMRAN CHOUHAN
MBA 2th Semester
2020-2021
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ABSTRACT
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.
Employees today are different. They are not the ones who don’t have good
opportunities in hand. As soon as they feel dissatisfied with the current employer or the
job, they switch over to the next job. It is the responsibility of the employer to retain their
best employees. If they don’t, they would be left with no good employees. A good
employer should know how to attract and retain its employees.
Most employees feel that they are worth more than they are actually paid. There is a
natural disparity between what people think they should be paid and what organizations
spend in compensation. When the difference becomes too great and another
opportunity occurs, turnover can result. Pay is defined as the wages, salary, or
compensation given to an employee in exchange for services the employee performs
for the organization. Pay is more than "dollars and cents;" it also acknowledges the
worth and value of the human contribution. What people are paid has been shown to
have a clear, reliable impact on turnover in numerous studies.
Employees comprise the most vital assets of the company. In a work place where
employees are not able to use their full potential and not heard and valued, they are
likely to leave because of stress and frustration. In a transparent environment while
employees get a sense of achievement and belongingness from a healthy work
environment, the company is benefited with a stronger, reliable work-force harbouring
bright new ideas for its growth Blog Online and Earn Money.
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CONTENTS
CONTENT
Chapter No Title Page No

List of tables
List of charts
I INTRODUCTION 1-7
1.1 Introduction of the study 1
1.2 Definition of the study 3
1.3 Retain employees 4
1.4 Importance of the study 5
1.5 Objective of the study 6
1.6 Background of the Study 7
1.7Need of the study 7
II REVIEW OF LITERATURE 8-19
III RESEARCH METHODOLOGY 20-24
IV COMPANY PROFILE 25-28
V ANALYSIS AND INTERPRETATION 29-87
VI FINDINGS,SUGGESTIONS ANDCONCLUSION 88-91
6.1 Findings 88&89
6.2 Suggestions 90
6.3 Conclusion 91
Bibliography 92
Appendix 93-97
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LIST OF TABLES
LIST OF TABLES
No of Table Title Page No

4.1 Age of the respondent 30
4.2 Age and Employee retention 32
4.3 Gender of the respondent 33
4.4 Marital status of the respondent 35
4.5 Marital status and Employee retention 37
4.6 Family size of the respondent 38
4.7 Monthly salary of the respondent 40
4.8 Education qualification of the respondent 42
4.9 Awareness of the organization 44
4.10 Experience of the respondent 46
4.11 Motivation of the job 48
4.12 Retention problems 50
4.13 Relationship with management 52
4.14 Rewards & recognition 54
4.15 Infrastructure 56
4.16 Work schedule 58
4.17 Company policy 60
4.18 Availability of promotion opportunity 62
4.19 Job security 64
4.20 Statutory benefit 66
4.21 Motivation of employees 68
4.22 Rate of the appraisal system 70
4.23 Opportunity to share your ideas at work 72
4.24 Attended any training programs 74
4.25 Career enhancement opportunities 76
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4.26 Reason for leave 78

4.27 Satisfied with the incentives 80
4.28 Satisfied with the working hours 82
4.29 Benefit offered by the organization 84
4.30 Participation in during holidays 86
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LIST OF CHARTS
LIST OF CHARTS
No of Charts Title Page No

4.1 Age of the respondent 31
4.2 Gender of the respondent 34
4.3 Marital status of the respondent 36
4.4 Family size of the respondent 39
4.5 Monthly salary of the respondent 41
4.6 Education qualification of the respondent 43
4.7 Know about the organization 45
4.8 Experience of the respondent 47
4.9 Motivation of the job 49
4.10 Retention problems 51
4.11 Good relationship with management 53
4.12 Rewards & recognition 55
4.13 Infrastructure 57
4.14 Work schedule 59
4.15 Company policy 61
4.16 Availability of promotion opportunity 63
4.17 Job security 65
4.18 Statutory benefit 67
4.19 Motivation of employees 69
4.20 Rate of the appraisal system 71
4.21 Opportunity to share your ideas at work 73
4.22 Attended any training programs 75
4.23 Career enhancement opportunities 77
4.24 Reason for leave 79
4.25 Satisfied with the incentives 81
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4.26 Satisfied with the working hours 83

4.27 Benefit offered by the organization 85
4.28 Participation in during holidays 87
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CHAPTER-I
CHAPTER-I
INTRODUCTION
1.1 Introduction of the study:
Employee Retention involves taking measures to encourage employees to remain in the

organization for themaximum period of time. It is a process in which the employees are
encouraged to remain with the organizationfor the maximum period of time or until the
completion of the project. Employee retention is beneficial for theorganization as well as the
employee. Effective employee retention is a systematic effort by employers to createand foster
an environment that encourages current employees to remain employed, by having policies
andpractices in place that address their diverse needs. Retention of key employees is critical to
the long-term healthand success of any organization. It is a known fact that retaining the best
employees ensures customersatisfaction, increased product sales, satisfied colleagues and
reporting staff, effective succession planning, anddeeply embedded organizational knowledge
and learning. Employee retention matters, as organizational issuessuch as training time and
investment, lost knowledge, insecure employees, and a costly candidate search areinvolved.
Hence, failing to retain a key employee is a costly proposition for an organization. Various
estimatessuggest that losing a middle manager in most organizations costs up to five times his
salary. Corporate is facinga lot of problems in employee retention these days. Hiring
knowledgeable people for the job is essential for an employer, but retention is even more
important than hiring.
There is no dearth of opportunities for a talented person. There are many organizations
which are looking forsuch employees. If a person is not satisfied by the job he’s doing, he may
switch over to some other moresuitable job. In today’s environment it becomes very important
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for organizations to retain their employees. Thetop organizations are on the top because they
value their employees and they know how to keep them glued tothe organization. Intelligent
employers always realize the importance of retaining the best talent. Retainingtalent has never
been so important in the Indian scenario; however, things have changed in recent years.
Inprominent Indian metros at least, there is no dearth of opportunities for the best in the business,
or even for thesecond or third best. Retention of key employees and treating attrition troubles has
never been so important tocompanies. 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 dayswhen employees would stick to an employer
for years for want of a better choice. Now, opportunities areabound. Employees stay and leave
organizations for some reasons. The reason may be personal or professional.These reasons
should be understood by the employer and should be taken care of. The organizations
arebecoming aware of these reasons and adopting many strategies for employee retention. A
strong retentionstrategy, therefore, becomes a powerful recruitment tool.
Employee retention is a new era of modern technology and competitive business

environment. Organizations are continuously changing .this changing environment is not only
effecting the organizations but also the employees working in it. In order to maximize
organizational efficiency and for optimal utilization of the resources, human resources must be
managed properly. Human resource management plays a vital role in this regard. They are
responsible that how employees are treated in the organization. Employee retention is a vital
issue and challenge to all the organizations now days. There are numbers of factors which
promote the employees to stay or leave the organization. It may be external factors, internal
factors and the combined effect of both. Human resource practices counts a lot in this regard.It is
the need of the hour that hr managers should identify the needs of the employee and then devises
the retention strategies. One strategy does not fit to all as different individuals have different
priorities. Hr professionals face the vital challenge to retain talented employees. Employee
retention is very critical to the long term health of any organization. When an organization loses
its talented employee it lefts a negative impact on innovation, customer satisfaction, knowledge
gain during the past years and on the profitability of the organization .more over replacing cost
of another employee contribute a lot to the organization.
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Employee retention is a vital issue and challenge to all the organizations now days. There
are numbers of factors which promote the employees to stay or leave the organization. It may be
external factors, internal factors and the combined effect of both. Human resource practices
counts a lot in this regard. It is the need of the hour that hr managers should identify the needs of
the employee and then devises the retention strategies. One strategy does not fit to all as different
individuals have different priorities. Hr professionals face the vital challenge to retain talented
employees. Employee retention is very critical to the long term health of any organization. When
an organization loses its talented employee it lefts a negative impact on innovation, customer
satisfaction, knowledge gain during the past years and on the profitability of the organization
.more over replacing cost of another employee contribute a lot to the organization. It is the need
of the hour that hr managers should identify the needs of the employee and then devises the
retention strategies. One strategy does not fit to all as different individuals have different
priorities. Hr professionals face the vital challenge to retain talented employees. Employee
retention is very critical to the long term health of any organization. When an organization loses
its talented employee it lefts a negative impact on innovation, customer satisfaction, knowledge
gain during the past years and on the profitability of the organization. More over replacing cost
of another employee contribute a lot to the organization.
1.2 Definition of the study:

He explains the first key to success is indeed people. He fined the right people first; the
vision and strategy can follow. It is the people in organization, who are the key to success.
The organizations want to hold the valued employees. Many approaches are used in this
regard. The one approach sees success in rewards the second in making jobs more valuable
(training and advancement).
- Jim Collins
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The relationship between the employee’s job performance and their retention also differ
significantly with organizational culture values. The cultural effects were stronger than the
combined influences of the labour market and the new employees’ demographic characteristics.
- John e. Sheridan
1.3 Retain employees:

Motivation is necessary for work performance because, if people do not feel inclined to
engage themselves in work behavior, they will not put in necessary efforts to perform well.
However, performance of individual in the organization depends on variety of factors besides
motivation. It is therefore desirable to identify various factors. For instance, employees’
knowledge and skills are important performance drivers. Another factor is the company’s ability
to retain its employees with attractive benefit packages. Motivation is a prominent tool to retain
employees with greater compensation packages.
Companies have now realized the importance of retaining their qualitative workforce and
retaining their quality performers, contributes to productivity of the organization and increase
morale among employees. Middle and top management plays a vital role in the people
dimensions of the organization. The organization culture in a long run converts to organizational
ethics and people feel reluctant to leave by making it as a stepping stone when appreciation and
rewards in form of compensation awaits them in comparisons to the market trend. In view of the
description given it is necessary to examine the facts as how to retain them. There are four basic
factors that play an important role in increasing employees’ retention, include: salary and
remuneration, providing recognition, benefits and opportunities for individual growth as
presented in figure 1.1. But are they really positively contributing to the retention rates of the
company? Salary these days hardly reduce turnover. Today’s employees look beyond money
factor. In order to ensure that organizations are behaving more customer-oriented, they need to
be equally employee centric in order to match the intellectual property and their products and
services.
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1.4 Importance of the study:
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.
Let us understand why retaining a valuable employee is essential for an

organization:
 Hiring is not an easy process: The HR Professional shortlists few individuals from a
large pool of talent, conducts preliminary interviews and eventually forwards it to the
respective line managers who further grill them to judge whether they are fit for the
organization or not. Recruiting the right candidate is a time consuming process.
 An organization invests time and money in grooming an individual and 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. The HR has to start the recruitment process all over again for the same vacancy;
a mere duplication of work. Finding a right employee for an organization is a tedious job
and all efforts simply go waste when the employee leaves.
 When an individual resigns from his present organization, it is more likely that he
would join the competitors: In such cases, employees tend to take all the strategies,
policies from the current organization to the new one. Individuals take all the important
data, information and statistics to their new organization and in some cases even leak the
secrets of the previous organization. To avoid such cases, it is essential that the new
joinee is made to sign a document which stops him from passing on any information even
if he leaves the organization. Strict policy should be made which prevents the employees
to join the competitors. This is an effective way to retain the employees.
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 The employees working for a longer period of time are more familiar with the
company’s policies, guidelines and thus they adjust better: They perform better than
individuals who change jobs frequently. Employees who spend a considerable time in an
organization know the organization in and out and thus are in a position to contribute
effectively.
 Every individual needs time to adjust with others: One needs time to know his team
members well, be friendly with them and eventually trust them. Organizations are always
benefited when the employees are compatible with each other and discuss things among
themselves to come out with something beneficial for all. When a new individual
replaces an existing employee, adjustment problems crop up. Individuals find it really
difficult to establish a comfort level with the other person. After striking a rapport with an
existing employee, it is a challenge for the employees to adjust with someone new and
most importantly trust him. It is a human tendency to compare a new joinee with the
previous employees and always find faults in him.
 It has been observed that individuals sticking to an organization for a longer span
are more loyal towards the management and the organization: They enjoy all kinds
of benefits from the organization and as a result are more attached to it. They hardly
badmouth their organization and always think in favour of the management. For them the
organization comes first and all other things later.
 It is essential for the organization to retain the valuable employees showing
potential: Every organization needs hardworking and talented employees who can really
come out with something creative and different. No organization can survive if all the top
performers quit. It is essential for the organization to retain those employees who really
work hard and are indispensable for the system.
1.5 Objective of the study:
 To study about the employee retention of Prithivi creation in Tirupur.
 To ascertain the problems of the employee in the organization.
 To offer suggestion the employee retention of Prithivi creation in Tirupur.
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1.6 Background of the Study:

The retention of employees has been shown to be significant to the developmentand the
accomplishment of the organization’s goals and objectives. Retention ofEmployees can be a vital
source of competitive advantage for any organization.This study attempted to explore the main
factors that contribute to employeeRetention existing in the private sector in Kuwait. The next
paragraphs discuss theBackground of the study by clarifying the theoretical framework for the
mainProblems with employee retention.
Today, changes in technology, global economics, trade agreements, and the likeare
directly affecting employee/employer relationships. “Until recently, loyalty wasthe cornerstone
of that relationship. The loss of talented employees may be veryDetrimental to the company’s
future success. Outstanding employees may leave anOrganization because they become
dissatisfied, under paid or unmotivated (Coff1996), and while trying to retain employees within
the organization they maypresent other challenges as well. They may demand higher wages, not
comply withorganization practices, and not interact well with their co-workersor comply
withtheir managers’ directions.
1.7 Need of the study:
The researcher attempts to determine employee's retention in the Prithivi Creation in Tirupur.
This study is designed to explore the main retention factors for Prithivi Creation employees. The
researcher also made an attempt to understanding about Employee's satisfaction and in Prithivi
Creation.
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CHAPTER-II
CHAPTER-II
REVIEW OF LITERATURE
Muhammad Hassan (1): Employee retention is the vital challenge in all organizations. This
papers focus on one industry that is the leather industry of Pakistan which is facing the same
problem of retention of employees due to many reasons. As Leather industry is the third largest
export earning sector in Pakistan so these reasons are discussed in detail. The turnover rate in
Leather Industry of Pakistan is around 25 – 30% annually, its observed that mostly second line
managers change their job’s for high salaries offer, recognition, authority and also to seek for
more knowledge and to get more competitive edge in terms of processing; In tanneries its critical
and alarming because of the process and article secrecy. In order to achieve competitive
advantage, maximum utilization of resources and to get organizational efficiency employees
must be retained in a true spirit in order to cope with all these conditions. In this paper the
authors tried to know the reasons behind this dilemma that how employees can be retained and
some suggestions were given to deal with it. One edge of this paper is that one of the author
belongs to the same industry i.e. leather industry.
Tammy C. Morse (2): Humor has been in existence since the beginning of time. Some even
claim that humor is the best preventive medicine for stress management and good health. If
humor is good for living productively, can it also be good for employee retention and/or
employee satisfaction? The purpose of this conceptual and practical paper is to explore the extent
to which the use of appropriate humor relates to employee retention and satisfaction, which can
enhance the commitment, cohesiveness and performance of a company’s workforce. Another
objective is to explore and emphasize the importance of humor and employee retention in the
workplace. The paper provides practical recommendations for today’s managers and offers a
focus for future researchers to empirically test the use of humor and its relationship to employee
retention and employee satisfaction.
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Muhammad Umer(3): Investigate the impact of variables (career development, supervisor

support, work environment, work life balance) on employee retention.A total of 50 interviews
were taken from managers of different BPO organizations in Pakistan. Graphical Analysis is
indicating that these variables have significant and positive impact on employee retention. Very
less research have been done about employee retention in business process out sourcing,
especially in Pakistan. So, these finding will provide some insights to BPO’s managers to make
policies about employee retention in Pakistan.
Ruslan Gurtoviy(4): We model deferred compensation as a share of an uncertain future profit

granted by a nancially constrained employer to her employee in mutual agreement. Deferred
compensation serves as a retention mechanism, helping the employer to avoid bankruptcy. The
optimal combination of cash and deferred payments that a firm can use to retain qualified
personnel depends on the cost of new credit and bankruptcy risk: If interest rates are greater
(smaller) than the ex-ante odds of bankruptcy, the employer will to defer compensation (pay in
cash) to the employee. The employee always improves his position in the labor market if
imminent bankruptcy is avoided.
Klara Nelson(5): Illuminates significant relationships between three major knowledge

management (KM) design dimensions and the perceived ability of 150 organizations to retain
their knowledge workers. Knowledge worker retention is a critical challenge for today’s
organizations as they face increasing global competition with its demands for even more such
workers, while dramatically shifting workforce demographics hasten their exit. KM design
initiatives that accelerate knowledge creation, acquisition, and particularly knowledge capture,
sharing and retention, are receiving unprecedented levels of investment as a result. While many
factors impact organization financial performance, this research indicates that successful
knowledge worker retention is significantly related with higher reported financial performance.
The implications of these results are noted.
Dr. Nafees A. Khan(6):Retention of Key employees is critical to the long term health and
success of any organization. It is a known fact that retaining the best employees, ensures
customer satisfaction, increased product sales, satisfied colleagues and reporting staff, effective
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succession planning and deeply imbedded organizational knowledge and learning. Now days
companies are struggling to retain employees. As employee attrition has continuously been on
increase, and its coeval phenomenon of employee retention has become an evolving concept.
The ultimate solution to the ever increasing employee attrition is to increase employee
engagement/ involvement in the organizations.
Atif Anis(7): Employee retention is a critical aspect for every company regarding competitive
advantage because human resource is the most critical asset of today’s modern world. Other
resources can be arranged effortlessly but to get efficient and retain talented human capital is the
most difficult task. Therefore, organizations are now more focused towards employee retention.
Organizations use different HR techniques for retention. Our main emphasis is on compensation
packages after employee training and development practices for retention purposes. We will also
see how a relaxed work environment will help in the retention of employees. For this purpose,
we conducted this study in Lahore and collected data from corporate groups. The numbers of
respondents in our study are 330. For analysis we used the structural equation modelling
technique with the use of AMOS 18.0. In this study, we used compensation as the mediating
variable between the training and retention of employees. Results reveal that retaining
employee’s long term, after their training and development has been completed, without
increasing their compensations is not as favourable as when compensation is increased to reflect
the completion ability to apply their field related skills and capabilities.
Ijaz-Ur-Rehman(8): Comprehensive survey to date of labour turnover and employee loyalty in

New Zealand. The widely held view that the New Zealand worker has become more mobile in
the contemporary labour market is shown to be somewhat simplistic. Instead, the picture is one
of increasing employment stability as people get older and as they become better paid, lending
support to the idea that there are identifiable developmental stages affecting the careers of both
men and women. In terms of the reasons for employee turnover, the study demonstrates that
motivation for job change is multidimensional: no one factor will explain it. While interesting
work is the strongest attractor and retainer in the labour market, the results also show that there is
a strong employee expectation that management should make personnel decisions based on
merit, demonstrate that extrinsic rewards (such as pay, promotion and security) play a role in
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both employee retention and turnover, lend support to the idea that there is growing concern with
work–life balance, and underline the retention value of good relationships with co-workers and
supervisors. The results demonstrate that employee turnover is not riskless for individuals: some
benefit a lot (for example, in finding worthwhile promotion), while others do badly out of it. The
study offers suggestions for improving retention in firms with dysfunctional employee turnover.
Malvern W. Chiboiwa(9): Worldwide, a number of factors have been attributed to the increase
in the level of employee turnover. The way people are paid, recognised and achieve salary
advancement are critical factors in attracting, retaining, and motivating employees. The
challenge for most organisations today is the formulation of an effective employee retention
strategy that will help in retaining employees that are considered critical in attaining
organisational goals. The prevailing hostile economic environment in Zimbabwe has made the
formulation of a realistic retention strategy particularly difficult for managers in the face of an
ever changing economic environment that is characterised by hyper inflation with a depleted
labour market occasioned by skill emigration. This research was a case study of a major private
sector medical laboratory company in Zimbabwe and was aimed at achieving the following
objectives: identify the causes of employee turnover in the organisation, examine the current
retention practices in the organisation, establish the effectiveness of the practices, and attempt a
workable retention practice that could reduce the high rate of employee turnover in the
organisation. Qualitative research design was employed using structured interviews as well as
administering research questionnaire to all category of employees. The total population of the
organisation nationwide comprised of 3820 employees with a sample size of 2240 respondents.
The result of the research showed that labour turnover is higher amongst non-managerial
employees. Similarly, majority of the employees would soon quit the organisation and lastly, the
high rate of employee turnover in the organisation is largely attributed to poor reward system
administration.
Ward Whitt(10): A mathematical model is developed to help analyze the Benet in contact-
center performance obtained from increasing employee (agent) retention, by increasing agent
job satisfaction. The contact-center \performance" may be restricted to a traditional productivity
measure such as the number of calls answered per hour or it may include a broader measure of
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the quality of service, e.g., revenue earned per hour or the number of problems successfully
resolved per hour. The analysis is based on an idealized model of a contact center, in which the
number of employed agents is constant over time, assuming that a new agent is immediately
hired to replace each departing agent. The agent employment periods are assumed to be
independent and identically distributed random variables with a general agent-retention
probability distribution, which depends upon management policy and actions. The steady-state
staff experiencedistributionis obtained from the agent-retention distribution by applying renewal
theory. An increasing real-valued function specifies the average performance as a function of
agent experience. Convenient closed-form expressions for the overall performance as a function
of model elements are derived when either the agent-retention distribution or the performance
function has exponential structure. Management actions may cause the agent-retention
distribution to change. The model describes the consequences of such changes upon the long-run
average staff experience and the long-run average performance.
Aaisha Arbab Khan(11): Identify factors reducing employee turnover and to explore the impact
of retention strategies on workforce. Serena Hotel, Faisalabad, Pakistan was selected as sample
for this study because of its uniqueness in practicing modern HR techniques. The research was
based on case study method; for this purpose thirty surveys and six face to face interviews with
key personnel were carried out. A total of 36 respondents were selected within the population of
285. Variables like HR strategies, work place environment, training and development, and
compensation were found more effective in employee retention at Serena Faisalabad. The study
revealed that for higher control over retention, management must work over monetary rewards
and career progression. Overall, current HR practices at Serena may be benchmarked by others
to decrease turnover.
William A. Brown (12): Non-profit organizations rely on the mission to attract resources and
guide decision making. Increasingly, mission statements are recognized as a strong management
tool that can motivate employees and keep them focused on the organization’s purpose. This
research investigated employee attitudes toward the mission in a youth and recreation service
organization. In general, the employees expressed positive attitudes toward the organization’s
mission, and those attitudes were related to employee satisfaction and intentions to remain with
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the organization. However, dissatisfaction with pay tended to override employee’s mission
attachment as explanation of why they may leave the organization. The implication is that
mission might be salient in attracting employees but less effective in retaining them.
Claire Crutchley(13): When companies pay bonuses to employees of bankrupt companies to

stay with the firm, popular press often describes this as greedy managers expropriating the last
bit of wealth from shareholders. In addition, research has found that, on average, retaining pre-
bankruptcy management has negative consequences. Nevertheless, the incidence of these
retention plans has been growing. In this paper, we study key employee retention plans (KERPs)
and the corporate environment which allows the payment of a KERP. We find no evidence that
the companies that declare KERPs have poor corporate governance or overpay top executives.
Instead, we find these companies are very similar to non-KERP bankrupt companies, both before
and in resolution of bankruptcy. The main difference between the two samples is that KERP
companies are larger and from industries that are more employee-driven, such as wholesale and
retail. We find that KERPS do not speed up the bankruptcy process, but instead companies with
KERPs spend more time in bankruptcy.
Muhammad Asif Khan(14): Establish link between perceived human resources internal service
quality practices with employee retentions in mediating environment of employee job
satisfaction. This study was conducted in twin cities of Rawalpindi and Islamabad. For the
analyses of research work, the data has been collected about the employees of public and
privatized banks’ employees. A total of 550 copies of the questionnaire were distributed to
different bankers of selected areas and 400 copies of the same were collected back. The study
finds that employee selection, employee training and development, work design, job definition
employee rewards and compensation report high, positive and significant dimensionality to
internal service quality in human resource management. The study further finds that internal
service quality in human resource has positive and significant effect on employee job satisfaction
and employee job satisfaction has positive and significant effect on employee retention. Based on
findings of the study that the human resource development departments should review and
enhance the motivation, training, and retention of good employees and that employee should
support the concept of the ISQ. The employees’ selection and their rewards and recognitions,
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their training and development, work design and job definition all are the most important human
resource management areas in enhancing the employees’ job satisfaction and the retention of
prospective employees.
Maya Michielsen(15): In this continuously changing contemporary economy, companies have

to be able to anticipate technological innovations and to compete with other companies
worldwide. This need makes important a company’s ability to evolve through its employees’
learning and through continuous development. Securing and retaining skilled employees plays an
important role in this process, because employees’ knowledge and skills are central to
companies’ ability to be economically competitive. Given that employee retention is very
important for the functioning and competitiveness of a company, this study focuses on the
organisational and personal factors that influence employee retention. A special interest is taken
in employees’ learning, because this is seen as a retention supporting activity. A questionnaire
was administered to 349 employees, and 11 employees were interviewed. The interviews are
used to illustrate and contextualise the quantitative results. The results show a large positive
contribution of appreciation and stimulation of the employee to employee retention. This result is
consistent with findings of earlier research. However, the retention benefits arising from personal
development offer new possibilities when attempting to enhance employee retention. This study
also showed that individual differences influence employee retention. Leadership skills and
seniority have a positive relationship with employee retention and the level of readiness and
initiative regarding learning is negatively related to retention.
Zhang Weiwei(16): Understand the reasons of foreign teachers who are working at a
demonstration school in terms of retention. A qualitative research approach was applied to
answering the research questions proposed for this study, employing a Phenomenological
strategy. The setting involved purposive sampling that was used to identify 7 participants who
had experienced this phenomenon. Interview data, document reviews were integrated to answer
the two research questions. The participants were interviewed by using an in-depth semi-
structured interview. All the perceptions were interpreted into nine categories, they were: (1)
Reason for teaching career, (2) Life experience, (3) Work environment, (4) Work experience, (5)
Reason for retention, (6) Reason for leaving, (7) controversial FTS’ position, (8) Problem issues,
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(9) Future plan. The important findings of this study regarding employee retention are their
reasons for retention and leaving. Concerning the retention issue, the reasons mainly conclude
enjoying teaching, good vacation, good salary, and pleasant work environment as well as some
personal reasons. At the same time, the potential leaving reasons refer to dissatisfaction with
management, communication problems in terms of cultural understanding, and personal reasons
for going back to their countries.
John E. Sheridan(17): Retention rales of 904 college graduates hired in six publics accounting
firms over a six-year period. Organizational culture values varied significantly among the firms.
The variation in cultural values had a significant effect on the rates at which the newly hired
employees voluntarily terminated employment. The relationship between the employees' job
performance and their retention also varied significantly with organizational culture values. The
cultural effects were stronger than the combined exogenous influences of the labor market and
the new employees' demographic characteristics. The cultural effects are estimated to have
resulted in over six million dollars' difference in human resource costs between firms with
different cultural values. Implications for research on person-organization fit are discussed.
Shelly Mohanty(18): Employee retention is arguably the biggest issue facing corporate leaders
as a result of the shortage of skilled labour, economic growth and employee turnover. Hiring
knowledgeable people for the job is essential for an employer, but retention is even more
important than hiring. Employee retention involves taking measures to encourage them to remain
in the organization for the maximum period of time. The key to retention is to understand the
employees’ expectations and achieve proper alignment of their expectations with those of the
organization.
Michael J. Howard(19): A content model of 12 retention factors is developed in the context of

previous theory and research. Coding of open-ended responses from 24,829 employees in the
leisure and hospitality industry lends support to the identified framework and reveals that job
satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and
organizational prestige were the most frequently mentioned reasons for staying. Advancement
opportunities and organizational prestige were more common reasons for staying among high
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performers and non-hourly workers, and extrinsic rewards was more common among low
performers and hourly employees, providing support for ease/desirability of movement and
psychological contract rationales. The findings highlight the importance of differentiating human
resource management practices when the goal is to retain those employees valued most by the
organization.
William R. Meek(20): Uses a sample of 47 high-growth small firms to examine the

understudied topic of employee retention. We found that firms reporting very low annual
voluntary turnover (0-2%) rates engaged in creating a positive work environment, provided
employees more freedom and flexibility, offered ample employee involvement and opportunities
for growth; were clear about the processes associated with compensation and benefits, and
frequently communicated with and provided assistance to their employees. Firms reporting
turnover higher than 10% for the past year described their retention practices in much diminished
frequency and richness along these same dimensions. Given that these firms were all part of a
pool of 77 high growth small companies (over $1 million annual revenue, less than 12 years old
and compound annual growth greater than 15%), retention of intellectual capital would be a
prime issue. Industry differences among the companies are explored and theoretical and practical
implications are discussed.
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Reference:
1. Muhammad Hassan, Sobia Hassan, Kashif Ud Din Khan And M.AkramNaseem,
Employee Retention as a Challenge in Leather Industry, Global Journal of Human
Social Science,Volume-11, Issue-2, andMarch 2011.
2. Tammy C. Morse and Bahaudin G. Mujtaba, Humor Resource Leaders and Employee
Retention in the 21st Century Workplace: The Link between Them and Practical
Recommendations for Managers, International Research Journal, Volume-2, Issue-7,
and August 2009.
3. Muhammad Umer and Muhammad Akram Naseem, Employee Retention as a

Challenge in Leather Industry, Global Journal of Human Social Science,Volume-11,
Issue-2, and March 2011.
4. Luis G. Gonzalez and Ruslan Gurtoviy, Employee Retention via Stock Options, the
Journal of the Laboratory Animal Management Association’, Volume-20, Issue -
2,and2008.
5. Klara Nelson, The University of Tampa, Designing for knowledge worker retention &
organization performance, Journal of Management seresh, Volume-2, Issue-7, and
August 2009.
6. Dr. Nafees A. Khan, Employee Retention Techniques, Internationally Indexed & Listed
Referred E-Journal, Volume-1, Issue -2, and July 2011.
7. Atif Anis, Ijaz-Ur-Rehman, Abdul Nasir and Nadeem Safwan, Employee retention
relationship to training and development, African Journal of Business Management,
Volume-5, Issue -7, and April 2011.
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8. Peter Boxall, Keith Macky and Erling Rasmussen, Labour Turnover and Retention in
New Zealand, Asia Pacific Journal of Human Resources, Volume-41, Issue – 2,
and2003.
9. Malvern W. Chiboiwa, Michael O. Samuel and Crispen Chipunza, An examination of

employee retention strategy, African Journal of Business Management, Volume-4,
Issue -10, and August 2010.
10. Ward Whitt,the Impact of Increased Employee Retention,Asia Pacific Journal of

Human Resources, Volume-4, Issue -10, and December 2004.
11. Aaisha Arbab Khan, Shabbir Hussain, Mehvish Ayoub and Babak Mahmood, An
Empirical Study of Retention Issues in Hotel Industry: A Case Study of Serena
Hotel, Faisalabad, Pakistan, European Journal of Economics, Finance and
Administrative Sciences, Volume-4, Issue-29, and 2011.
12. William A. Brown, Carlton F. Yoshioka,Mission Attachment and Satisfaction as

Factors in Employee Retention, NONPROFIT MANAGEMENT & LEADERSHIP,
Volume-14, Issue-1, and 2003.
13. Claire Crutchley and Yost, Key Employee Retention Plans in Bankruptcy,
HRDJournal, Volume 3, Issue-1, and August 2008
14. Muhammad Asif Khan, Kashif-Ur-Rehman, Ijaz-Ur-Rehman, Nadeem Safwan and

Ashfaq Ahmad, Modelling link between internal service quality in human resources
management and employee’s retention, African Journal of Business Management,
Volume-5, Issue-3, and February 2011.
15. Eva Kyndt, Fillip Dochy, Maya Michielsen and Bastiaan Moeyaert, Employee
Retention: Organisational and Personal Perspectives,African Journal of Business
Management, Volume-5, Issue-1, and June 2009
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16. Zhang Weiwei, Employee Retention: Perspectives of Foreign Teachers at a

Demonstration (Satit) School in Thailand,HRDJournal, Volume 1, Issue-1, and June
2010
17. John E. Sheridan,Organizational Culture and Employee Retention, Academy of

Management Journal, Volume-35, Issue-5, and 1992.
18. Shelly Mohanty, Retention Depicts The Health of The Organisation, The Cambodian
Management Journal, Volume-1, Issue-2,and 2009.
19. John P. Hausknecht, Julianne M. Rodda and Michael J. Howard, Targeted Employee
Retention: Performance-Based and Job-Related Differences in Reported Reasons
for Staying, African Journal of Business Management, Volume-2, Issue-3, and April
2008.
20. Bruce H. Kemelgor and William R. Meek, Employee Retention in Growth-Oriented

Entrepreneurial Firms: an Exploratory Study, journal of small business, Volume-19,
issue-1, and 2008.
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CHAPTER-III
CHAPTER-III
RESEARCH METHODOLOGYAN
Introduction:
Research is the process of systematic and in-depth study or search for any particular
topic, subject or area of investigation, backed by collection, compilation, presentation and
interpretation of relevant details or data. Research methodology is a way to systematically solve
the research problem. It may be understood as a science of studying how research is done
scientifically.
Research may develop hypothesis and test it. In it we study the various steps that are
generally adopted by the researcher in studying his research problem along with the logic behind
them.
Research must be based on fact observable data forms a sound basis for research
inductive investigation lead better support to research finding for analysing facts a scientific
methodology of analysis must be developed and result interpreted logically.
It is necessary for the researcher to know not only the research method or techniques
but also the methodology. Thus, when we talk of research methodology we not only talk of the
research methods but also consider the logic behind the methods we use in the context of our
research study and explain why we are using a particular method or technique and why we are
not using others so that research results are capable of being evaluated either by the researcher
himself or by others.
Research problems would result in certain conclusions by means of logical analysis

which the decision-maker may use for his action or solution.
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Research design:
A research design is purely and simply the frame work plan for a study that guides the
collection and analysis of a data. In this study the researcher has adopted descriptive research
design.
Descriptive research design:
It includes surveys and fact finding enquires of different kinds. It simply describes something
such as a demographic of employees. It deals with description of the state of offers as it is and
the researchers have no influence on the respondents.
Data collection:
Data collection is one of the most important aspects of research. For the success of any
project accurate data is very important and necessary. The information collected through
research methodology must be accurate and relevant.
Methods of data collection:
 Primary Data
 Secondary Data
Primary Data:
Data collected by a researcher is known as primary data. It is collected by a

person for his own use obtained from findings. This is considered as firsthand
information. This is that data which is collected by us to meet our own specific purpose.
The data is collected by the means of questionnaire filled in by the employees at different
posts of Nagpur area office. This method of data collection is very popular particularly in
big organizations.
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Secondary Data:
Secondary data means data that are already available i.e., they refer to data which
has already been collected and analyzed by someone else. This type of data information
can also be used by the researcher for his use as second hand information sources through
which secondary data can be collected. Secondary data may either be published data or
unpublished data.
The research approach:
Survey Method
The research instrument:
Questionnaire
The respondents:
The employees of the organization.
Sampling:
It is the process of selecting representative subset of a total population for obtaining data
for the study of the whole population the subset is known as sample. The sample size is selected
for the study 100 employees. The techniques of sampling unit in this study are convenience
sampling.
Convenience sampling:
In this method the sample units are chosen primarily on the basis of the convenience to
the researcher.
Statistical tools used:
A. Simple percentage analysis

B. Chi-square
C. Likert Scale Analysis
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A. Simple percentage analysis:
Simple percentage can also be used to compare the relationship distribution of two or more
items. For calculations the simple percentage the following formula used.
Percentage of the respondents= Number of respondents/Total respondents*100
B. Chi-square analysis:
Chi-square is anon parametric test. The chi-square method is the application of testing the
significance different between observed and expected values.
For calculating the value of chi-square test, the following formula used:
=∑ [(0-E) ²/E]
E=Row total*column to/Grant total
Degree of freedom=(R-1) (C-1)
Where as
O-observed frequency
E-Expected frequency
P-Number of rows
C-Number of columns
C.Likert Scale Analysis
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, such
that the term is often used interchangeably with rating scale, or more accurately the Likert-type
scale, even though the two are not synonymous. The scale is named after its inventor,
psychologistRensis Likert.
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Likert distinguished between a scale proper, which emerges from collective responses to
a set of items (usually eight or more), and the format in which responses are scored along a
range. Technically speaking, a Likert scale refers only to the former. The difference between
these two concepts has to do with the distinction Likert made between the underlying
phenomenon being investigated and the means of capturing variation that points to the
underlying phenomenon. When responding to a Likert questionnaire item, respondents specify
their level of agreement or disagreement on a symmetric agree-disagree scale for a series of
statements. Thus, the range captures the intensity of their feelings for a given item, while the
results of analysis of multiple items (if the items are developed appropriately) reveals a pattern
that has scaled properties of the kind Likert identified.
The format of a typical five-level Likert item is:
1. Strongly disagree
2. Disagree
3. Neither agree nor disagree
4. Agree
5. Strongly agree
Likert scaling is a bipolar scaling method, measuring either positive or negative response to a
statement. Sometimes a four-point scale is used; this is a "forced choice" method since the
middle option of "Neither agree nor disagree" is not available.
Questionnaire:
The questionnaire is prepared in such a way that is correct the comprehensive objectives
of the study. Open end, multiple choice of questionnaire adopted in this research.
Period of study:
The time period of the study is 45 days.
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CHAPTER-IV
CHAPTER-IV
COMPANY PROFILE
International Business Machines Corporation (IBM) is an

American multinational technology company headquartered in Armonk, New
York, with operations in over 170 countries. The company began in 1911, founded
in Endicott, New York, as the Computing-Tabulating-Recording Company (CTR)
and was renamed "International Business Machines" in 1924. IBM is incorporated
in New York.
IBM produces and sells computer hardware, middleware and software, and
provides hosting and consulting services in areas ranging from mainframe
computers to nanotechnology. IBM is also a major research organization, holding
the record for most U.S. patents generated by a business (as of 2020) for 27
consecutive years. Inventions by IBM include the automated teller
machine (ATM), the floppy disk, the hard disk drive, the magnetic stripe card,
the relational database, the SQL programming language, the UPC barcode,
and dynamic random-access memory (DRAM). The IBM mainframe, exemplified
by the System/360, was the dominant computing platform during the 1960s and
1970s.
IBM has continually shifted business operations by focusing on higher-value, more
profitable markets. This includes spinning off printer manufacturer Lexmark in
1991 and the sale of personal computer (ThinkPad/Think Centre) and x86-
based server businesses to Lenovo (in 2005 and 2014, respectively), and acquiring
companies such as PwC Consulting (2002), SPSS (2009), The Weather
Company (2016), and Red Hat (2019). Also in 2015, IBM announced that it would
go "fabless", continuing to design semiconductors, but offloading manufacturing
to Global Foundries.
Nicknamed Big Blue, IBM is one of 30 companies included in the Dow Jones
Industrial Average and one of the world's largest employers, with (as of 2018)
over 352,600 employees, known as "IBMs". At least 70% of IBMs are based
outside the United States, and the country with the largest number of IBMers
is India.[7] IBM employees have been awarded five Nobel Prizes, six Turing Awards,
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ten National Medals of Technology (USA) and five National Medals of Science
(USA).
IBM’s Mission Statement & Vision Statement (An Analysis)

UPDATED ONUPDATED ON AUGUST 27, 2018 BY JESSICA LOMBARDO
IBM 305 RAMAC. International Business Machines Corporation’s (IBM) corporate

mission statement and corporate vision statement aim for leadership in the global
information technology industry and markets for related products. (Photo: Public
Domain)
International Business Machines Corporation (IBM) has a mission statement and
vision statement strongly associated with the organization and its brand. A
company’s corporate vision statement sets the desired future state of the
business, to guide strategic management and direction. IBM’s vision statement
marks the importance of the leadership of the business in the information
technology industry. In relation, a company’s corporate mission statement
determines the types of actions that define the business, and guides the
development of strategies and tactics. IBM’s mission statement emphasizes
operations in the information technology market, inclusive of computing
technologies and related services. The Porter’s Five Forces analysis of IBM shows
that competition is strong, involving firms like Google (Alphabet
Inc.), Amazon.com, Intel, and Microsoft. Also known as Big Blue, IBM uses its
corporate vision and mission statements in developing competitive advantages
against such firms in the industry. In relation, the company applies its corporate
mission and vision statements to influence employees, called IBMers, to ensure
leadership in contributing to the business and to embody excellence in their work.
An understanding of IBM’s corporate mission and vision statements contributes
to the foundation of employees’ decisions and actions. For example, based on the
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components and details of the corporate vision and mission statements,

employees develop solutions to challenges in the business, and address problems
encountered on the job. Thus, the suitability, influence, and effectiveness of these
corporate statements are factors that contribute to IBM’s success in the global
information technology industry.
IBM’s Corporate Mission Statement

IBM’s corporate mission is “to lead in the creation, development and manufacture
of the industry’s most advanced information technologies, including computer
systems, software, networking systems, storage devices and microelectronics.
And our worldwide network of IBM solutions and services professionals translates
these advanced technologies into business value for our customers. We translate
these advanced technologies into value for our customers through our
professional solutions, services and consulting businesses worldwide.” This
mission statement shows what IBM’s business does. The details cover the
company’s aims and its activities on how to fulfill these aims. The following points
are the main components of IBM’s mission statement:
1. Leadership in creating, developing and manufacturing the most advanced

information technologies
2. Worldwide network that translates advanced technologies into business value for
customers
3. Professional solutions, services and consulting businesses worldwide
IBM’s corporate mission statement highlights leadership in the information

technology industry. The details of the technologies linked to such leadership are
included in the first component of the statement. In the second component,
IBM’s mission statement specifies the people involved in creating value for
customers. For example, the company creates value for customers through its
worldwide network of solutions and professionals. On the other hand, the third
component of IBM’s corporate mission presents the business activities involved in
creating such value for target customers. The company’s professional solutions,
services and consulting businesses contain the mechanism for this value creation.
This information makes IBM’s corporate mission statement specific in providing
the bases for business processes. Moreover, the information is strongly linked to
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the company’s corporate vision statement, which also emphasizes leadership in

the information technology industry.
IBM’s Corporate Vision Statement
IBM’s corporate vision is “to be the world’s most successful and important
information technology company. Successful in helping out customers apply
technology to solve their problems. Successful in introducing this extraordinary
technology to new customers. Important, because we will continue to be the
basic resource of much of what is invested in this industry.” This vision statement
depicts IBM’s developmental path as the business maintains its position as one of
the top players in the global market. The company also emphasizes the success
and importance of its business. The following are the main components of IBM’s
vision statement:
1. World’s most successful and important information technology company

2. Helping customers apply technology to solve their problems
3. Introducing extraordinary technology to new customers
4. Continue to be the basic resource of much of what is invested in this industry
In the first component of the corporate vision statement, IBM’s focus is on the
highest position in the information technology industry, in terms of success and
importance of the business. The company aims to maintain its business within the
information technology industry. The second component of IBM’s vision
statement helps define the kind of success indicated in the first component. For
example, the company states that such success is based on the ability of the
business to help customers use technology to solve problems. In addition, the
third component contributes to the definition of this success that IBM wants to
achieve. For instance, such success is also based on the company’s ability to
provide extraordinary technology to customers. Furthermore, the fourth
component of the corporate vision defines what business importance means in
the context of IBM. The company aims to be important by remaining as the basic
resource in the industry. Thus, IBM’s corporate vision statement gives details
about the nature of the business and what it can offer to the industry and the
target market. This information is similar to the components of the company’s
corporate mission statement.
IBM’s Corporate Vision & Corporate Mission – Recommendations
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IBM’s mission statement is detailed, providing specifics of what the business does.
For example, the company states that it is involved in the creation, development,
and manufacture of information technologies. Also, the corporate mission
includes information regarding IBM’s characteristics, such as the types of people
involved in the business, as well as the organizational outputs offered to target
customers in the global market. Based on such information, the company’s
corporate mission statement is satisfactory in serving as a guide for strategic
decision-making processes. However, it is recommended that IBM adjust the
statement to account for changes in the organization, including the sale of some
of the company’s businesses and the refocusing onto core competencies.
As one of the biggest technology firms in the global market, International

Business Machines Corporation has a vision statement that states leadership in
the information technology industry and market. The company’s corporate vision
contains sufficient details about what such leadership means in terms of success
and importance. For example, the corporate statement defines success and
importance in terms of being a basic resource in the industry. In this regard, IBM’s
corporate vision statement is satisfactory and ideal. However, a recommendation
is to enhance it by including recent, current and potential changes in the business.
This recommendation is based on IBM’s recent strategic repositioning and reform
efforts, which included the divestiture of some of its businesses.
History
Main article: History of IBM
In the 1880s technologies emerged that would ultimately form the core of
International Business Machines (IBM). Julius E. Pitrap patented the computing
scale in 1885; Alexander Dey invented the dial recorder (1888); Herman
Hollerith (1860–1929) patented the Electric Tabulating Machine; and Willard
Bundy invented a time clock to record a worker's arrival and departure time on a
paper tape in 1889. On June 16, 1911, their four companies were amalgamated in
New York State by Charles Ranlett Flint forming a fifth company, the Computing-
Tabulating-Recording Company (CTR) based in Endicott, New York. The five
companies had 1,300 employees and offices and plants in Endicott
and Binghamton, New York; Dayton, Ohio; Detroit, Michigan; Washington, D.C.;
and Toronto.
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They manufactured machinery for sale and lease, ranging from commercial scales
and industrial time recorders, meat, and cheese slicers, to tabulators and
punched cards. Thomas J. Watson, Sr., fired from the National Cash Register
Company by John Henry Patterson, called on Flint and, in 1914, was offered a
position at CTR. Watson joined CTR as General Manager then, 11 months later,
was made President when court cases relating to his time at NCR were
resolved. Having learned Patterson's pioneering business practices, Watson
proceeded to put the stamp of NCR onto CTR's companies. He implemented sales
conventions, "generous sales incentives, a focus on customer service, an
insistence on well-groomed, dark-suited salesmen and had an evangelical fervor
for instilling company pride and loyalty in every worker". His favorite slogan,
"THINK", became a mantra for each company's employees. During Watson's first
four years, revenues reached $9 million ($133 million today) and the company's
operations expanded to Europe, South America, Asia and Australia. Watson never
liked the clumsy hyphenated name "Computing-Tabulating-Recording Company"
and on February 14, 1924, chose to replace it with the more expansive title
"International Business Machines". By 1933 most of the subsidiaries had been
merged into one company, IBM.
NACA researchers using an IBM type 704 electronic data processing machine in
1957
In 1937 IBM's tabulating equipment enabled organizations to process huge
amounts of data. Its clients included the U.S. Government, during its first effort to
maintain the employment records for 26 million people pursuant to the Social
Security Act, and Hitler's Third Reich, for the tracking of Jews and other
persecuted groups, largely through the German subsidiary Dehomag. The social
security-related business gave an 81% increase in revenue from 1935 to 1939.
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In 1949 Thomas Watson, Sr., created IBM World Trade Corporation, a subsidiary
of IBM focused on foreign operations. In 1952 he stepped down after almost 40
years at the company helm, and his son Thomas Watson, Jr. was named
president. In 1956 the company demonstrated the first practical example
of artificial intelligence when Arthur L. Samuel of IBM's Poughkeepsie, New York,
laboratory programmed an IBM 704 not merely to play checkers but "learn" from
its own experience. In 1957 the FORTRAN scientific programming language was
developed. In 1961 IBM developed the SABRE reservation system for American
Airlines and introduced the highly successful Selectric typewriter.
In 1963 IBM employees and computers helped NASA track the orbital flights of
the Mercury astronauts. A year later, it moved its corporate headquarters from
New York City to Armonk, New York. The latter half of the 1960s saw IBM
continue its support of space exploration, participating in the 1965 Gemini flights,
1966 Saturn flights, and 1969 lunar mission.
In 1969, IBM engineer Forrest Parry invented the magnetic stripe card that would
become ubiquitous for credit/debit/ATM cards, driver's licenses, rapid transit
cards, and a multitude of other identity and access control applications. IBM
pioneered the manufacture of these cards, and for most of the 1970s the data
processing systems and software for such applications ran exclusively on IBM
computers.
An IBM System/360 in use at the University of Michigan c. 1969.

On April 7, 1964, IBM announced the first computer system family, the IBM
System/360. It spanned the complete range of commercial and scientific
applications from large to small, allowing companies to upgrade to models with
greater computing capability without having to rewrite their applications. It was
followed by the IBM System/370 in 1970. Together the 360 and 370 made
the IBM mainframe the dominant mainframe computer and the dominant
computing platform in the industry throughout this period and into the early
1980s.
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In 1974 IBM engineer George J. Laurer developed the Universal Product

Code. IBM and the World Bank first introduced financial swaps to the public in
1981 when they entered into a swap agreement. The IBM PC, originally
designated IBM 5150, was introduced in 1981, and it soon became an industry
standard. In 1991 IBM spun out its printer manufacturing into a new business
called Lexmark.
In 1993 IBM posted a US$8 billion loss – at the time the biggest in American
corporate history. Lou Gerstner was hired as CEO from RJR Nabisco to turn the
company around. In 2002 IBM acquired PwC consulting, and in 2003 it initiated a
project to redefine company values, hosting a three-day online discussion of
key business issues with 50,000 employees. The result was three values:
"Dedication to every client's success", "Innovation that matters—for our company
and for the world", and "Trust and personal responsibility in all relationships".
IBM inventions: (clockwise from top-left) the hard-disk drive, DRAM, the UPC bar
code, and the magnetic stripe card
In 2005 the company sold its personal computer business to Chinese technology
company Lenovo and, in 2009, it acquired software company SPSS Inc. Later in
2009, IBM's Blue Gene supercomputing program was awarded the National
Medal of Technology and Innovation by U.S. President Barack Obama. In 2011,
IBM gained worldwide attention for its artificial intelligence program Watson,
which was exhibited on Jeopardy! where it won against game-show
champions Ken Jennings and Brad Rutter. The company also celebrated its 100th
anniversary in the same year on June 16. In 2012 IBM announced it has agreed to
buy Kenexa, and a year later it also acquired Soft Layer Technologies, a web
hosting service, in a deal worth around $2 billion. Also that year, the company
designed a video surveillance system for Davao City.
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In 2014 IBM announced it would sell its x86 server division to Lenovo for $2.1
billion. Also that year, IBM began announcing several major partnerships with
other companies, including Apple Inc., Twitter,
Facebook, Tencent, Cisco, UnderArmour, Box, Microsoft, VMware, CSC, Macy's,
Sesame Workshop, the parent company of Sesame Street, and Salesforce.com.
In 2015 IBM announced three major acquisitions: Merge Healthcare for $1 billion,
data storage vendor Clever safe, and all digital assets from The Weather
Company, including Weather.com and the Weather Channel mobile app. Also that
year, IBMers created the film A Boy and His Atom, which was the first molecule
movie to tell a story. In 2016, IBM acquired video conferencing service stream and
formed a new cloud video unit. In April 2016, it posted a 14-year low in quarterly
sales. The following month, Groupon sued IBM accusing it of patent infringement,
two months after IBM accused Groupon of patent infringement in a separate
lawsuit.
In 2015, IBM bought the digital part of The Weather Company; and in October
2018, IBM announced its intention to acquire Red Hat for $34 billion, which was
completed on July 9, 2019.
Headquarters and offices
IBM CHQ in Armonk, New York in 2014
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Pangu Plaza, one of IBM's offices in Beijing, China

IBM is headquartered in Armonk, New York, a community 37 miles (60 km) north
of Midtown Manhattan. A nickname for the company is the "Colossus of
Armonk". Its principal building, referred to as CHQ, is a 283,000-square-foot
(26,300 m2) glass and stone edifice on a 25-acre (10 ha) parcel amid a 432-acre
former apple orchard the company purchased in the mid-1950s. There are two
other IBM buildings within walking distance of CHQ: the North Castle office, which
previously served as IBM's headquarters; and the Louis V. Gerstner, Jr., Center for
Learning (formerly known as IBM Learning Center (ILC)), a resort hotel and
training center, which has 182 guest rooms, 31 meeting rooms, and various
amenities.
IBM operates in 174 countries as of 2016, with mobility centers in smaller
markets areas and major campuses in the larger ones. In New York City, IBM has
several offices besides CHQ, including the IBM Watson headquarters at Astor
Place in Manhattan. Outside of New York, major campuses in the United States
include Austin, Texas; Research Triangle Park (Raleigh-Durham), North
Carolina; Rochester, Minnesota; and Silicon Valley, California.
IBM's real estate holdings are varied and globally diverse. Towers occupied by
IBM include 1250 René-Lévesque (Montreal, Canada) and One Atlantic
Center (Atlanta, Georgia, USA). In Beijing, China, IBM occupies Pangu Plaza, the
city's seventh tallest building and overlooking Beijing National Stadium ("Bird's
Nest"), home to the 2008 Summer Olympics.
IBM India Private Limited is the Indian subsidiary of IBM, which is headquartered
at Bengaluru, Karnataka. It has facilities in
Bengaluru, Ahmedabad, Delhi, Kolkata, Mumbai, Chennai, Pune, Gurugram, Noida
, Bhubaneshwar, Coimbatore, Visakhapatnam and Hyderabad.
Other notable buildings include the IBM Rome Software Lab (Rome, Italy), Hursley
House (Winchester, UK), 330 North Wabash (Chicago, Illinois, United States),
the Cambridge Scientific Center (Cambridge, Massachusetts, United States),
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the IBM Toronto Software Lab (Toronto, Canada), the IBM Building,
Johannesburg (Johannesburg, South Africa), the IBM Building (Seattle) (Seattle,
Washington, United States), the IBM Hakozaki Facility (Tokyo, Japan), the IBM
Yamato Facility (Yamato, Japan), the IBM Canada Head Office Building (Ontario,
Canada) and the Watson IoT Headquarters (Munich, Germany). Defunct IBM
campuses include the IBM Somers Office Complex (Somers, New York) and Tour
Descartes (Paris, France). The company's contributions to industrial architecture
and design include works by Marcel Breuer, Eero Saarinen, Ludwig Mies van der
Rohe and I.M. Pei. Van der Rohe's building in Chicago was recognized with the
1990 Honor Award from the National Building Museum.
IBM was recognized as one of the Top 20 Best Workplaces for Commuters by
the United States Environmental Protection Agency (EPA) in 2005, which
recognized Fortune 500 companies that provided employees with
excellent commuter benefits to help reduce traffic and air pollution. In 2004,
concerns were raised related to IBM's contribution in its early days to pollution in
its original location in Endicott, New York.
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PRODUCT PROFILES
IBM (International Business Machines) ranks among the world's largest information
technology companies, providing a wide spectrum of hardware, software and services
offerings.
IBM, frequently referred to as "Big Blue," got its start in hardware and prospered
in that business for decades, becoming the top supplier of mainframe computers.
Over the years, the company shifted its focus from hardware to software and
services. By the 2010s, IBM further modified its business mix to emphasize such
fields as cloud-based services and cognitive computing. IBM Watson, a cognitive
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system, has become the company's high-visibility offering in the latter technology
segment.
IBM, while still a major IT player, has lost the dominance it enjoyed during the
mainframe era. The company, as of October 2016, had seen 18 consecutive
quarters of revenue declines amid its transition into new technologies and lines of
business. IBM had a 2015 revenue of $81.7 billion compared with $106.9 billion in
2011.
IBM products and services
Server hardware
Five decades since the launch of the IBM System/360, the company continues to
sell mainframe-class computers. IBM positions its z Systems product line as
enterprise infrastructure for its customers' cognitive business. IBM targets a range
of solutions for its z Series products including analytics, blockchain, cloud
and DevOps.
Meanwhile, the company aims its Power Systems enterprise servers toward big
data and analytics applications. Power Systems run IBM's AIX and IBM i OSes as
well as Linux. In another nod to open source, IBM introduced its LinuxONE system
as a hardware platform.
Storage
On the hardware side, IBM offers products including its FlashSystem all-flash
arrays, Storwize systems and other hybrid arrays, Fibre Channel storage-area
network hardware, storage media, and tape products. The company is making a
push into software-defined storage with its Spectrum Storage suite and
Cleversafe object storage technology.
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Software
IBM's varied software line includes analytics offerings such as IBM Cognos
Analytics, IBM SPSS, IBM Maximo Asset Management and DB2. Many of IBM's
products in this field came through acquisition: The company purchased Maximo
in 2006, Cognos in 2008 and SPSS in 2009.
IBM also provides IT infrastructure software including its WebSphere Application

Server and MQ messaging middleware.
The company's software lineup in the mobile and social space includes the IBM
Verse business email offering and the IBM Notes collaboration product. In
addition, IBM's security software includes MaaS360 for mobile device security
and IBM QRadar Security Intelligence Platform, a security information and event
management product.
IBM customers may acquire software licenses through Passport Advantage, the
company's licensing program for larger enterprises, or Passport Advantage
Express, a program designed for medium-sized businesses. Fix Central,
meanwhile, is an element of IBM support that provides fixes and updates for IBM
customers' software and operating systems. Fix Central provides hardware
support, as well.
Services
IBM's service units include Global Business Services, which houses Big Blue's
management consulting operations, and Global Technology Services, which
provides mobility, networking, business continuity and outsourcing, among other
services. Like other large IT services providers, in recent years, IBM has moved to
purchase companies offering cloud consulting and implementation services. In
2016, for example, IBM purchased Bluewolf, a Salesforce channel partner and
cloud consultant. Bluewolf was folded into IBM's Interactive Experience practice,
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which is part of Global Business Services. In 2015, IBM acquired Meteorix LLC, a
Workday services partner.
Cloud
IBM's SmartCloud software and services offering got off the ground in 2011. That
move was followed in 2013 by IBM's acquisition of SoftLayer Technologies Inc.,
an infrastructure as a service provider. Following that deal, SmartCloud and
SoftLayer were grouped together in a cloud services division. Since then,
however, IBM has coalesced its cloud services offerings around its
Bluemix platform as a service offering. As of fall 2016, Bluemix had incorporated
SoftLayer cloud products and services into a broader portfolio of infrastructure,
platform and application services. IBM's more integrated cloud offering competes
against such rivals as Amazon Web Services, Google and Microsoft.
Cognitive offerings
The IBM Watson supercomputer, which pulls together artificial intelligence and
analytical software, is the company's flagship cognitive computing offering. A
number of technologies and discrete products have spun out of IBM's cognitive
computing system and its related research. Customers, for example, can use
Watson APIs to embed cognitive computing components into their applications.
IBM also offers products with built-in cognitive capabilities. Those offerings
include the IBM Watson Internet of Things Platform and IBM Watson Analytics for
Social Media. IBM has looked to leverage its cloud technology as it rolls out
Watson-related products. Watson APIs, for example, are available via Bluemix.
Awards and achievements
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Read this article about IBM, Finalist in the Best Achievement in Technology
Enabled Process Automation (Robotic Process Automation, Machine Learning,
Cognitive Learning, Blockchain etc), selected by the independent judging panel,
for the 2020 Business Transformation & Operational Excellence Industry Awards
program.
The AP Program Management System is an innovative closed loop feedback

system that drives operational efficiency through automated reporting and
Robotic Process Automation (RPA). The system is used by over 250 Accounts
throughout Asia Pacific and services over 300 users daily. The main benefits
include:
 Data entry savings up to 15 times faster using RPA.

 Data Alerts and Trending Reports highlight emerging issues before they
become large problems. This reduces issue resolution time by at least 2 to 3
times.
 Minimal rework to fix data errors reduces time to manage data by 2 to 3
times.
 Being "in control" improves team engagement and productivity by
approximately 1.5 times.
 Client NPS (Net Promoter Score) and confidence is improved leading to
more business.
 Contract service level financial penalties are mitigated through accurate
and timely reporting, avoiding potentially hundreds of thousands of dollars
in penalties

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Initially developed in 2011 as a Cognos Management system with basic report

functionality, the system evolved to include a world class cycle time algorithm
in 2015 and continued its evolution in 2019 with Robotic Process Automation
modules for automated data entry, resulting in a closed loop feedback system.
There are 4 main elements in the system which include the following:
 A web-based data entry tool called the Program Management Portal (Pg
MP)
 Business intelligence data integrity algorithms developed in Excel
 RPA automated data entry tool
 A Cognos reporting system supplemented with Excel reporting tools

PgMP is a tool used globally by IBM Account teams which provides a repository
for Contract Management Program elements such as Issues, Contract
Deliverables, Risks, Contract Changes and Request for Service information.
Historically, data entry into PgMP has been a laborious task and is error prone
resulting in incomplete or inaccurate reporting and poor management. Data
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entry and quality has been significantly improved with the Blueprism RPA tool
and data integrity algorithms with up to 15 times faster data entry than manual
entry. Data entry from other tools can also be processed using RPA without
complex APIs being developed.
The Cognos reporting system provides custom reports for Clients and Account
teams to effectively manage their outsourcing contract. Reports can be run ad-
hoc or as scheduled reports and delivered to a user’s email. Cycle time
workflow data is provided so that process bottlenecks can be quickly identified
and remediated. A variety of reports are available including audit compliance,
due date alerting, and workload reports.
The Cognos system is supplemented by Excel tools where macros process data
and automatically create stunning output for client and internal consumption.
Excel tools provide a flexible way to do analysis using pivot tables graphs and
slicers and allow Account Teams to tailor their reports for specific needs.
Account teams who use the management system have typically higher client
Net Promoter Scores, higher audit control posture compliance and ensure all
contract requirements are effectively managed.
About the Awards

The Business Transformation & Operational Excellence Awards have been
established to showcase globally the most outstanding organizational
achievements through the application of Operational Excellence programs. Click
here to view the Press Release.
The winners will be announced at the Awards Ceremony at The Business
Transformation & Operational Excellence World Awards (BTOES) on
Wednesday, March 25th, 2020, from 6.30pm in the Venetian Ballroom at the
Loews Portofino Bay Hotel at Universal Orlando Resort.
The Business Transformation & Operational Excellence Awards are open to all
organizations, both private and public sector, across the globe, which have
implemented Operational Excellence programs to deliver outstanding business
results.
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The Awards will be held in conjunction with the Business Transformation &
Operational Excellence World Summit, BTOES 2020 in the beautiful Venetian
Ballroom on March 25, 2020 at the Loews Portofino Bay Hotel at Universal
Orlando™. Click to access the agenda, view the current speakers, and watch the
highlights video from last year.
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CHAPTER-V
CHAPTER-V
ANALYSIS, INTERPRETATION AND INFERENCE
Analysis:
Analysis is classifying and rearranging the raw data to arrive at meaningful interpretation.
Interpretation:
Interpretation is essential because it brings the outcome of the analysis into forefront.
 It is through interpretation that the researcher can understand the abstract principles that
work beneath his founds. Through this he can linkup the same abstract with those of other
studies having the same abstract principle.
 Interpretation leads the establishment of explanatory concepts that can serve as a guide
for tutor research studies.
 Research can appreciate only through interpretation which can make other to understand
of researcher finding a per project study. The data collect are analyzed sing simple
percentage tool as the against the total number of the respondents.
 The content analysis presented in the form of tables and charts.
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TABLE NO: 4.1
AGE OF THE RESPONDENTS
S. No Age No of Respondent Percentage

1 20 Years to 25 years 25 25
4 Above 36 Years 5 5
Total 100 100
INTERPRETATION:
The above table shows that 25 percent of the respondents are between 20years to 25years
of age, 38 percent of the respondents are between 26years to 30years, 32 percent of the
respondents are between 31years to 36years and 5 percent of the respondents are between above
36years.
INFERENCE:
Majority 38 percent of the respondents are between the age group of 26 – 30 years.
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S. No Gender No of Respondent Percentage

1 Male 64 64
2 Female 36 36
Total 100 100
CHART NO: 4.1
AGE OF THE RESPONDENTS
AGE
40
35
30
No of respondent
25
20
15
10
0
20 Years to 25 26 Years to 30 31 Years to 35 Above 36 Years
years years years
Age
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TABLE NO: 4.2
AGE AND EMPLOYEE RETENTION
CHI-SQUARE:
S. No Particular Value Degree of Chi-Square Inference

Freedom Value
1 Age and Employee 36.944 3 7.815 Rejected
retention
H0 - there is no significant relationship between age and retention problem
H1 – there is a significant relationship between age and retention problem
CHI SQUARE:
Calculated value = 36.944
Degree of freedom =3
Table value = 7.815
Significant level = significant level of 5%
INTERPRETATION:
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The above table shows that the calculated value of chi square is greater than the table
value.Hence the null hypothesis is rejected so there is a significant relationship between age and
retention problem.
TABLE NO: 4.3

GENDER OF THE RESPONDENTS
INTERPRETATION:
The above table shows that 64 percent of the respondents are male and 36 percent of the
respondents are female.
INFERENCE:
Majority 64 percent of the respondents are male.
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CHART NO: 4.2
GENDER OF THE RESPONDENTS
GENDER
36%
Male
Female
64%
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TABLE NO: 4.4
MARITAL STATUS OF THE RESPONDENTS
S. No Marital status No of Respondent Percentage

1 Married 73 73
2 Unmarried 24 24
3 Widow 3 3
Total 100 100
INTERPRETATION:
The above table shows that 73 percent of the respondents are married, 24 percent of the
respondents are unmarried, and 3 percent of the respondents are widow.
INFERENCE:
Majority 73 percent of the respondents are married.
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CHART NO: 4.3
MARITAL STATUS OF THE RESPONDENTS
MARITAL STATUS
80
70
60
No of the respondent
50
40
30
20
10
0
Married Unmarried Widow
Marital status
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TABLE NO: 4.5
MARITAL STATUS AND EMPLOYEE RETENTION
CHI-SQUARE:
S. No Particular Value Degree of Chi-Square Inference

Freedom Value
1 Marital Status and 4.268 2 5.991 Accepted
Employee Retention
H0 - there is no significant relationship between marital status and retention problem.
H1 – there is a significant relationship between marital status and retention problem.
CHI SQUARE:
Calculated value = 4.268
Degree of freedom =2
Table value = 5.991
Significant level = significant level of 5%
INTERPRETATION:
The above table shows that the calculated value of chi square is less than the table
value.Hence the null hypothesis is accepted so there is no significant relationship between
marital status and retention problem.
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TABLE NO: 4.6
FAMILY SIZE OF THE RESPONDENTS
S. No Family size No of Respondent Percentage

1 Nuclear 69 69
2 join family 31 31
Total 100 100
INTERPRETATION:
The above table shows that 55 percent of the respondents are from nuclear family, and 45
percent of the respondents are joint family.
INFERENCE:
Majority 69 percent of the respondents are the nuclear family.
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CHART NO: 4.4

FAMILY SIZE OF THE RESPONDENTS
FAMILY SIZE
31%
Nuclear
join family
69%
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TABLE NO: 4.7
MONTHLY SALARY OF THE RESPONDENTS
S. No Monthly salary No of Respondent Percentage

1 Below 6000rs 8 8
2 6001rs to 12000rs 61 61
3 12001rs to 18000rs 27 27
4 Above 18001rs 4 4
Total 100 100
INTERPRETATION:
The above table shows that 8 percent of the respondents are having below 6000rs as
monthly income, 61 percent of the respondents are as monthly income between 6001 to 12000,
27 percent of the respondents are between 12001 to 18000 as monthly income and 4 percent of
the respondents are between above 18001 as monthly income.
INFERENCE:
Majority 61 percent of the respondentsare between the 6001 to 12000 as monthly income.
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CHART NO: 4.5
MONTHLY SALARY OF THE RESPONDENTS
MONTHLY SALARY
70
60
50
40
30
20
10
0
Below 6000rs 6001rs to 12000rs 12001rs to 18000rs Above 18001rs
Monthly salary
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TABLE NO: 4.8
EDUCATION QUALIFICATION OF THE RESPONDENTS
S. No Education No of Respondent Percentage

1 Illiterate 2 2
2 Up to +2 61 61
3 Up to UG degree 18 18
4 Up to PG degree 7 7
5 Up to diploma 12 12
Total 100 100
INTERPRETATION:
The above table shows that 2 percent of the respondents are illiterate, 61 percent of the
respondents are up to +2, 18 percent of the respondents are up to UG degree, 7 percent of the
respondents are up to PG degree and 12 percent of the respondents are up to diploma.
INFERENCE:
Majority 61 percent of the respondents are the Education up to +2.
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CHART NO: 4.6
EDUCATION QUALIFICATION OF THE RESPONDENTS
EDUCATION
70
60
50
40
30
20
10
0
Illiterate Up to +2 Up to ug degree Up to pg degree Up to diploma
Education
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TABLE NO: 4.9
AWARENESS OF THE ORGANIZATION
S. No Know about the organization No of Respondent Percentag

e
1 Friend 25 25
2 Relative 18 18
3 Neighbour 24 24
4 Nearby home 33 33
Total 100 100
INTERPRETATION:
The above table shows that 25percent of the respondents are awareness of
theorganization in friend, 18 percent of the respondents are awareness of the organization in
relative, 24 percent of the respondents are awareness of the organization in neighbour and 33
percent of the respondents are awareness of the organization in nearby home.
INFERENCE:
Majority 33 percent of the respondents are awareness of the organization nearby home.
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CHART NO: 4.7

35
30
25
20
15
10
0
Friend Relative Neighbour Nearby home
Know about the organization
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TABLE NO: 4.10
EXPERIENCE
S. No Experience No of Respondent Percentage

1 Below 2years 53 53
2 2 years to 4years 38 38
3 4years to 6years 8 8
4 Above 6years 1 1
Total 100 100
INTERPRETATION:
The above table shows that 53 percent of the respondents are between below 2years
experience, 38 percent of the respondents are between below 2years to 4years experience, 8
percent of the respondents are between below 4years to 6yearsvexperience,and 1 percent of the
respondents are between above 6years experience.
INFERENCE:
Majority 53 percent of the respondents are having the experiencesbelow 2years.
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CHART NO: 4.8
EXPERIENCE
EXPERIENCE
60
50
40
30
20
10
0
Below 2years 2 years to 4years 4years to 6years Above 6years
Experience
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TABLE NO: 4.11
MOTIVATION OF THE JOB
S. No Motivation of the job No of Respondent Percentage

1 Salary 31 31
2 Native of job 50 50
3 Reputation 19 19
Total 100 100
INTERPRETATION:
The above table shows that 31 percent of the respondents are motivated by salary, 50
percent of the respondents are motivated by native of job, and 19 percent of the respondents are
motivated by reputation.
INFERENCE:
Majority 50 percent of the respondents are motivatedby native of job.
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CHART NO: 4.9


60
50
40
30
20
10
0
Salary Native of job Reputation
Motivation of the job
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TABLE NO: 4.12
RETENTION PROBLEMS
S. No Retention problem No of Respondent Percentage

1 Yes 90 90
2 No 10 10
Total 100 100
INTERPRETATION:
The above table shows that 90 percent of the respondents are have retention problem, and
10 percent of the respondents are have no retention problem.
INFERENCE:
Majority 90 percent of the respondents are the have retention problem.
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CHART NO: 4.10
RETENTION PROBLEMS
RETENTION PROBLEMS
10%
Yes
No
90%
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TABLE NO: 4.13
RELATIONSHIP WITH MANAGEMENT
S. No Relationship with management No of Respondent Percentag

e
1 Strongly disagree 26 26
2 Disagree 36 36
3 Natural 30 30
4 Agree 7 7
5 Strongly agree 1 1
Total 100 100
INTERPRETATION:
The above table shows that 26 percent of the respondents are strongly disagree in good
relationship with management, 36 percent of the respondents are disagree in good relationship
with management, 30 percent of the respondents are natural in good relationship with
management, 7 percent of the respondents are agree in good relationship with management, and
1 percent of the respondent are strongly agree in good relationship with management.
INFERENCE:
Majority 36 percent of the respondents are disagreeing in relationship with management.
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CHART NO: 4.11

40
35
30
25
20
15
10
0
Strongly disagree Disagree Natural Agree Strongly agree
Good relationship with management
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TABLE NO: 4.14
REWARDS & RECOGNITION
S. No Rewards And Recognition No of Respondent Percentage

2 Disagree 49 49
3 Natural 18 18
4 Agree 1 1
Total 100 100
INTERPRETATION:
The above table shows that 32 percent of the respondents are strongly disagree in rewards
&recognition, 49 percent of the respondents are disagree in rewards &recognition, 18 percent of
the respondents are natural in rewards &recognition, 1 percent of the respondent are agree
rewards &recognition.
INFERENCE:
Majority 49 percent of the respondents are the disagree in Rewards and Recognition.
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CHART NO: 4.12

60
50
40
30
20
10
0
Strongly disagree Disagree Natural Agree
Rewards & Recognition
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TABLE NO: 4.15
INFRASTRUCTURE
S. No Infrastructure No of Respondent Percentage

2 Disagree 49 49
3 Neutral 38 38
4 Agree 4 5
Total 100 100
INTERPRETATION:
The above table shows that 9 percent of the respondents are strongly disagree in
infrastructure, 49 percent of the respondents are disagree in infrastructure, 38 percent of the
respondents are between in infrastructure, and 4 percent of the respondents are agree in
infrastructure.
INFERENCE:
Majority 49 percent of the respondents are disagreeing in infrastructure.
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CHART NO: 4.13
INFRASTRUCTURE
INFEASTRUCTURE
60
50
40
30
20
10
0
Strongly disagree Disagree Neutral Agree
Infrastructure
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TABLE NO: 4.16
WORK SCHEDULE
S. No Work Schedule No of Respondent Percentage

2 Disagree 42 42
3 Neutral 46 46
4 Agree 1 1
Total 100 100
INTERPRETATION:
The above table shows that 11 percent of the respondents are strongly disagree in work
schedule, 42 percent of the respondents are disagree in work schedule, 46 percent of the
respondents are natural in work schedule, and 1 percent of the respondent are agree in work
schedule.
INFERENCE:
Majority 46 percent of the respondents are having the work Schedulein neutral.
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CHART NO: 4.14
WORK SCHEDULE
WORK SCHEDULE
50
45
40
35
30
25
20
15
10
0
Work schedule
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TABLE NO: 4.17
COMPANY POLICY
S. No Company policy No of Respondent Percentage

2 Disagree 45 45
3 Neutral 33 33
Total 100 100
INTERPRETATION:
company policy, 45 percent of the respondents are disagree in company policy, and 33 percent of
the respondents are natural in company policy.
INFERENCE:
Majority 45 percent of the respondents aredisagreed with the company’s policies.
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CHART NO: 4.15
COMPANY POLICY
COMPANY POLICY
50
45
40
35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral
Company policy
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TABLE NO: 4.18
AVAILABILITY OF PROMOTION OPPORTUNITY
S. No Promotion Opportunity No of Respondent Percentage

2 Disagree 29 29
3 Neutral 9 9
Total 100 100
INTERPRETATION:
promotion opportunity, 29 percent of the respondents are disagree in promotion opportunity, and
9 percent of the respondents are natural in promotion opportunity.
INFERENCE:
Majority 62 percent of the respondents are having the promotion opportunities in strongly
disagreed.
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CHART NO: 4.16
AVAILABILITY OF PROMOTION OPPORTUNITY
PROMOTION OPPORTUNITY
9%
Strongly disagree
29% Disagree
Neutral
62%
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TABLE NO: 4.19
JOB SECURITY
S. No Job security No of Respondent Percentage

2 Disagree 19 19
3 Neutral 3 3
Total 100 100
INTERPRETATION:
The above table shows that 78 percent of the respondents are strongly disagree in job
security, 19 percent of the respondents are disagree in job security, and 3 percent of the
respondents are natural in job security.
INFERENCE:
Majority 78 percent of the respondents arestrongly disagreedwith the job securities.
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CHART NO: 4.17
JOB SECURITY
JOB SECURITY
90
80
70
60
50
40
30
20
10
0
Job security
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TABLE NO: 4.20
STATUTORY BENEFIT
S. No Statutory benefit No of Respondent Percentage

2 Disagree 52 52
3 Neutral 29 29
4 Agree 7 7
Total 100 100
INTERPRETATION:
statutory benefit, 52 percent of the respondents are disagree in statutory benefit, 29 percent of the
respondents are natural in statutory benefit, and 7 percent of the respondents are agree in
statutory benefit.
INFERENCE:
Majority 52 percent of the respondents are disagreed with the statutory benefits.
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CHART NO: 4.18
STATUTORY BENEFIT
STATUTORY BENEFIT
60
50
40
30
20
10
0
Statutory benefit
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TABLE NO: 4.21
MOTIVATION OF EMPLOYEES
S. No Motivation of employee No of Respondent Percentage

2 Disagree 40 40
3 Neutral 39 39
4 Agree 3 3
Total 100 100
INTERPRETATION:
motivation of employees, 40 percent of the respondents are disagree in motivation of employees,
39 percent of the respondents are natural in motivation of employee, and 3 percent of the
respondents are agree in motivation of employees.
INFERENCE:
Majority 52 percent of the respondents aredisagreed with the motivation of employee.
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CHART NO: 4.19
MOTIVATION OF EMPLOYEES
MOTIVATION OF EMPLOYEE
45
40
35
30
25
20
15
10
0
Motivation of employees
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TABLE NO: 4.22
RATE OF THE APPRAISAL SYSTEM
S. No Appraisal system No of Respondent Percentage

2 Disagree 47 47
3 Neutral 30 30
Total 100 100
INTERPRETATION:
appraisal system, 47 percent of the respondents are disagree in appraisal system and 30 percent
of the respondents are natural in appraisal system.
INFERENCE:
Majority 47 percent of the respondents aredisagreed with the appraisal systems.
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CHART NO: 4.20
RATE OF THE APPRAISAL SYSTEM
APPRAISAL SYSTEM
50
45
40
35
30
25
20
15
10
0
Rate of the appraisal system
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TABLE NO: 4.23
OPPORTUNITY TO SHARE YOUR IDEAS AT WORK
Opportunity to share your ideas No of Respondent Percentage

S. No
1 Yes 20 20
2 No 80 80
Total 100 100
INTERPRETATION:
The above table shows that 20 percent of the respondents are had to share their ideas, 80
percent of the respondents are does not have to share their ideas.
INFERENCE:
Majority 80 percent of the respondents are having opportunities to share your ideas at
work no.
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CHART NO: 4.21
OPPORTUNITY TO SHARE YOUR IDEAS AT WORK
OPPORTUNITY TO SHARE YOUR IDEAS
20%
Yes
No
80%
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TABLE NO: 4.24
ATTENDED ANY TRAINING PROGRAMS
S. No Training programs No of Respondent Percentage

1 Yes 34 34
2 No 66 66
3 Total 100 100
INTERPRETATION:
The above table shows that 34 percent of the respondents are percent attended training
program, 66 percent of the respondents are does not attended training program.
INFERENCE:
Majority 52 percent of the respondents’percent are the training program no.
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CHART NO: 4.22
ATTENDED ANY TRAINING PROGRAMS
TRAINING PROGRAMS
34%
Yes
No
66%
PIMT RAJPURA
TABLE NO: 4.25
CAREER ENHANCEMENT OPPORTUNITIES
S. No Career opportunities No of Respondent Percentage

1 Yes 17 17
2 No 83 83
3 Total 100 100
INTERPRETATION:
The above table shows that 17 percent of the respondents are company provides career
enhancement opportunities for yes, and 83 percent of the respondents are do not company
provides career enhancement opportunities for no.
INFERENCE:
Majority 26 percent of the respondents are between the career opportunities no.
PIMT RAJPURA
CHART NO: 4.23
CAREER ENHANCEMENT OPPORTUNITIES
CAREER OPPORTUNITIES
17%
Yes
No
83%
PIMT RAJPURA
TABLE NO: 4.26
REASON FOR LEAVE
S. No Reason for leave No of Respondent Percentage

1 marriage 19 19
2 Team fitment 23 23
3 Career opportunity 26 26
4 Others 32 32
Total 100 100
INTERPRETATION:
The above table shows that 19 percent of the respondents are reason for leave marriage,
23 percent of the respondents are reason for leave team fitment, 32 percent of the respondents are
reason for leave career opportunity, and 26 percent of the respondents are reason for leave other
reason.
INFERENCE:
Majority 26 percent of the respondents are the reasons for leave career opportunity.
PIMT RAJPURA
CHART NO: 4.24
REASON FOR LEAVE
REASON FOR LEAVE

35
30
25
20
15
10
0
marriage Team fitment Career opportunity Others
Reason for leave
PIMT RAJPURA
TABLE NO: 4.27
SATISFIED WITH THE INCENTIVES
S. No Incentive No of Respondent Percentage

1 Yes 33 33
2 N0 67 67
Total 100 100
INTERPRETATION:
The above table shows that 33 percent of the respondents are satisfied their incentive, 67
percent of the respondents are does not satisfied their incentive,
INFERENCE:
Majority 67 percent of the respondents are the statutory incentive no.
PIMT RAJPURA
CHART NO: 4.25
SATISFIED WITH THE INCENTIVES
No of Respondent
33%
Yes
N0
67%
PIMT RAJPURA
TABLE NO: 4.27
SATISFIED WITH THE WORKING HOURS
S. No Working hours No of Respondent Percentage

1 Yes 19 19
2 No 81 81
Total 100 100
INTERPRETATION:
The above table shows that 19 percent of the respondents are satisfied working hours, and
81 percent of the respondents are does not satisfied working hours.
INFERENCE:
Majority 81 percent of the respondents are satisfied working hours no.
PIMT RAJPURA
CHART NO: 4.26
SATISFIED WITH THE WORKING HOURS
WORKING HOURS
19%
Yes
No
81%
PIMT RAJPURA
TABLE NO: 2.29
SATISFIED WITH THE BENEFIT OFFERED BY THE ORGANIZATION
S. No Benefit offered by the No of Respondent Percentage

organization
1 Yes 20 20
2 No 80 80
Total 100 100
INTERPRETATION:
The above table shows that 20 percent of the respondents are satisfied benefit offered by
the organization, and 80 percent of the respondents are does not satisfied benefit offered by the
organization.
INFERENCE:
Majority 80 percent of the respondents are thenot benefit offered by the organization.
PIMT RAJPURA
CHART NO: 4.27
SATISFIED WITH THE BENEFIT OFFERED BY THE ORGANIZATION
BENEFIT OFFERED BY THE ORGANIZATION
20%
Yes
No
80%
PIMT RAJPURA
TABLE NO: 4.30
PARTICIPATION IN DURING HOLIDAYS
S. No Participation in holidays No of Respondent Percentage

1 Not at all 54 54
2 Not much involved 24 24
3 Neutral 20 20
4 Involved 2 2
Total 100 100
INTERPRETATION:
The above table shows that 24 percent of the respondents are not at all in participation in
holidays, 54 percent of the respondents are not much involved in participation in holidays, 20
percent of the respondents are neutral in participation in holidays, and 2 percent of the
respondents are involved in participation in holidays.
INFERENCE:
Majority 52 percent of the respondents are the participation in holidays not at all.
PIMT RAJPURA
CHART NO: 4.28
PARTICIPATION IN DURING HOLIDAYS
PARTICIPATION IN HOLIDAYS
60
50
40
30
20
10
0
Not at all Not much involved Neutral Involved
Participation in holidays
PIMT RAJPURA
CHAPTER-VI
CHAPER-VI
FINDING, SUGGESTION AND CONCLUSION
6.1 Findings:
 Majority 38 percent of the respondents are between the age group of 26 – 30 years.
 Majority 64 percent of the respondents are male.
 Majority 73 percent of the respondents are married.
 Majority 69 percent of the respondents are the nuclear family.
 Majority 61 percent of the respondents are between the 6001 to 12000 as monthly income
 Majority 61 percent of the respondents are the Education up to +2.
 Majority 33 percent of the respondents are awareness of the organization nearby home.
 Majority 53 percent of the respondents are having the experiencesbelow 2years.
 Majority 50 percent of the respondents are motivated by native of job.
 Majority 90 percent of the respondents are the have retention problem.
 Majority 36 percent of the respondents are disagreeing in relationship with management.
 Majority 49 percent of the respondents are the disagree in Rewards and Recognition.
 Majority 49 percent of the respondents are disagreeing in infrastructure.
 Majority 46 percent of the respondents are having the work Schedulein neutral.
 Majority 45 percent of the respondents are disagreed with the company’s policies.
 Majority 62 percent of the respondents are having the promotion opportunities in strongly
disagreed.
 Majority 78 percent of the respondents are strongly disagreed with the job securities.
 Majority 52 percent of the respondents are disagreed with the statutory benefits.
PIMT RAJPURA
 Majority 52 percent of the respondents are disagreed with the motivation of employee.
 Majority 47 percent of the respondents are disagreed with the appraisal systems.
 Majority 80 percent of the respondents are having opportunities to share your ideas at
work no.
 Majority 52 percent of the respondents’ percent are the training program no.
 Majority 26 percent of the respondents are between the career opportunities no.
 Majority 26 percent of the respondents are the reasons for leave career opportunity.
 Majority 67 percent of the respondents are the statutory incentive no.
 Majority 81 percent of the respondents are satisfied working hours no.
 Majority 80 percent of the respondents are the not benefit offered by the organization.
 Majority 52 percent of the respondents are the participation in holidays not at all.
PIMT RAJPURA
6.2Suggestions:
Retaining key personnel is critical to long term success of an organization. A Retention

Strategy has becomeessential if your organization is to be productive over time and can become
an important part of your hiringstrategy by attracting the best candidates. In fact, some
companies do not have to recruit because they receive somany qualified unsolicited submissions
due to their history of excellence in employee retention. How do you getyour employees to "fall
in Love" with your organization? This is a great question. Some of the suggestions forthis can be
summarized as follows:
 The company should provide better motivations to the employees. So that improves the
satisfaction of the employees.
 The company should maintain a good relationship with the employees that help to
improve their production.
 The company want to change their work schedule and policies of their organisation
 The company should also develop their infrastructure facility of their organisation.
 The company want to reduce their employee retention problem and provide promotion
offers to their employees
 The company should provide job security and statutory benefits to their employees.
 The company should provide training programs for their employees
 The company should provide career opportunities to the employees.
 The company should provide proper incentives to the employees
 The company should maintain proper work timings for the employees and should main a
proper attendance of the employees.
 The company should provide other benefits properly to the employees.
 The company should provide Rewards and Recognitionto the employees.
 The company should provide promotions opportunitiesto the employees.
PIMT RAJPURA
6.3Conclusion:
The research has a humble attempt in identifying the causes of employee retention and
come up with a few suggestions. The campany exists a high level of employee retention.
So, the management has simply to concretize people and live them alone with an
environment in which they find it possible it behave appropriately, identify the problem,
appreciate the need to resolve it, identify the factors and contributing to the problem and behave
in ways that would either eliminate the casual variables or reduce their influence on the
problems. Though slow, the process of concretization is sure to produce the desired results
conducted in proper ways.
Employees comprise the most vital assets of the company. In a work place where
employees are not able to usetheir full potential and not heard and valued, they are likely to leave
because of stress and frustration. They needtransparent work environment to work in. In a
transparent environment where employees get a sense ofachievement and belongingness, where
they can best utilize their potential and realize their skills. They love tobe the essential part of
such organization and the company is benefited with a stronger, reliable work-forceharboring
bright new ideas for its growth.
PIMT RAJPURA
BIBILIOGRAPHY
BIBLIOGRAPHY
Reference books:
1. Kothari.C.R, Research Methodology methods and Techniques, Wishwa

prakashan.
2. Prof.Memoriya, Personnel management, Narayan Publications.
3. RAO VSP, Human Resource Management, Anurag Jain.
4. Tripathi.P.C, Human Resource Development, Sultan Chand and Sons.
5. Taylor Stephen, The Employee Retention Handbook, The Cromwell Press.
Reference Articles:
1. Biswas.S.N, Indian Journal of individuals, Institute of Management, Volume-5, Issue-

2, and February 1994.
2. Manikandan.P, HRM Review, The ICFAI University, Volume-3, Issue-5, and March
2007.
3. Venkat.R.K, Management and Labour Studies, Institute of Management, Volume-3,
Issue-2, and July 1997.
4. Philips J. J, Managing Employee Retention- A Strategic Accountability Approach,
Elsevier Butterworth Hethemann Publications, Volume-5, Issue-2, and 1998.
PIMT RAJPURA
5. Arthur, Effects of human resource systems on manufacturing performance and

turnover, Academy of Management Journal, Volume-2, Issue-3, and June 2005.
APPENDIX
A Study on Employee Retention
Questionnaire
1. Name :
2. Age :
a. 20yers To 25yers [ ]
b. 26yers To 30yers [ ]
c. 31yers To 35yers [ ]
d. Above 36yers [ ]
3. Gender:
a. Male [ ]
b. Female [ ]
4. Marital Status:
a. Married [ ]
b. Unmarried [ ]
c. Divorce [ ]
d. Widow [ ]
5. Family Size :
a. Nuclear [ ]
b. Join family [ ]
PIMT RAJPURA
6. Monthly Salary:
a. Below 6000rs [ ]
b. 6001rs To 12000rs [ ]
c. 12001rs To 18000rs [ ]
d. Above 18001rs [ ]
7. Education Qualification:
a. Illiterate [ ]
b. Up To 12th [ ]
c. Up To UG Degree [ ]
d. Up To PG Degree [ ]
e. Up To Diploma [ ]
8. How Do You Come To Know About The Organization:

a. Friend [ ]
b. Relative [ ]
c. Neighbour [ ]
d. Nearby Home [ ]
9. How Long You Work In This Organization:

a. Below Two Years [ ]
b. Two Years To Four Years [ ]
c. Four Year To Six Years [ ]
d. Above Six Years [ ]
10. What Motivated You To Take Up Job:

a. Salary [ ]
b. Native Of Job [ ]
c. Reputation [ ]
PIMT RAJPURA
11. Do You Know Any Specified Retention Problems In Your Organization:

a. Yes [ ]
b. No [ ]
12. Problems Faced By Them:
Variables SA A N DA SDA
A) Good Relationship With
Management
B) Rewards And Recognition

C) Infrastructure
D) Work Schedule
E) Company Policy And
Procedure
F) Availability Of Promotion
Opportunity
G) Job Security
H) Statutory benefit
I) Motivation Of Employees
J) Rate Of The Appraisal
System
13. Do You Have An Opportunity To Share Your Ideas At Work:

a. Yes [ ]
b. No [ ]
14. Have You Attended Any Training Programs:
PIMT RAJPURA
a. Yes [ ] If Specify:
b. No [ ]
15. Do You Feel That The Company Provides Career Enhancement Opportunities For Your
Growth And Development:
a. Yes [ ]
b. No [ ]
16. If You Want To Leave The Organization, What Would Be The Reason:
a. Marriage [ ]
b. Team Fitment [ ]
c. Career Opportunity [ ]
d. Others [ ] If Specify :
17. Are You Satisfied With The Incentives:

a. Yes [ ]
b. No [ ]
18. Are You Satisfied With The Working Hours:

a. Yes [ ]
b. No [ ]
19. Are You Satisfied With The Benefit Offered By The Organization:
a. Yes [ ] If Specify :
b. No [ ]
PIMT RAJPURA
20. Your Participation In During Holidays:

a. Highly Involved [ ]
b. Involved [ ]
c. Neutral [ ]
d. Not Much Involved [ ]
e. Not At All [ ]
PIMT RAJPURA

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EMPLOYEE RETENTION IN PRIVATE SECTOR| 1

“EMPLOYEE RETENTION IN PRIVATE SECTOR”

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE

ACADEMIC SESSION (2020 – 2021)

PATEL INSTITUTE OF MANAGEMENT & TECHNOLOGY

SUB TO: HARPREET MA’AM SUB BY: SIMRAN CHOUHAN

ROLL NO.: 4024

MBA 2th Semester

Chapter No Title Page No

No of Table Title Page No

4.26 Reason for leave 78

No of Charts Title Page No

4.26 Satisfied with the working hours 83

1.1 Introduction of the study:

Employee Retention involves taking measures to encourage employees to remain in the

Employee retention is a new era of modern technology and competitive business

1.2 Definition of the study:

1.3 Retain employees:

1.4 Importance of the study:

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

1.5 Objective of the study:

 To study about the employee retention of Prithivi creation in Tirupur.

 To ascertain the problems of the employee in the organization.

 To offer suggestion the employee retention of Prithivi creation in Tirupur.

1.6 Background of the Study:

1.7 Need of the study:

Muhammad Umer(3): Investigate the impact of variables (career development, supervisor

Ruslan Gurtoviy(4): We model deferred compensation as a share of an uncertain future profit

Klara Nelson(5): Illuminates significant relationships between three major knowledge

Ijaz-Ur-Rehman(8): Comprehensive survey to date of labour turnover and employee loyalty in

Claire Crutchley(13): When companies pay bonuses to employees of bankrupt companies to

Maya Michielsen(15): In this continuously changing contemporary economy, companies have

Michael J. Howard(19): A content model of 12 retention factors is developed in the context of

William R. Meek(20): Uses a sample of 47 high-growth small firms to examine the

3. Muhammad Umer and Muhammad Akram Naseem, Employee Retention as a

9. Malvern W. Chiboiwa, Michael O. Samuel and Crispen Chipunza, An examination of

10. Ward Whitt,the Impact of Increased Employee Retention,Asia Pacific Journal of

12. William A. Brown, Carlton F. Yoshioka,Mission Attachment and Satisfaction as

14. Muhammad Asif Khan, Kashif-Ur-Rehman, Ijaz-Ur-Rehman, Nadeem Safwan and

16. Zhang Weiwei, Employee Retention: Perspectives of Foreign Teachers at a

17. John E. Sheridan,Organizational Culture and Employee Retention, Academy of

20. Bruce H. Kemelgor and William R. Meek, Employee Retention in Growth-Oriented

Research problems would result in certain conclusions by means of logical analysis

Descriptive research design:

Methods of data collection:

Data collected by a researcher is known as primary data. It is collected by a

The research approach:

The research instrument:

The employees of the organization.

Statistical tools used:

A. Simple percentage analysis

A. Simple percentage analysis:

Percentage of the respondents= Number of respondents/Total respondents*100

E=Row total*column to/Grant total

Degree of freedom=(R-1) (C-1)

C.Likert Scale Analysis

A Likert scale is a psychometric scale commonly involved in research that employs

The format of a typical five-level Likert item is:

The time period of the study is 45 days.

International Business Machines Corporation (IBM) is an

IBM’s Mission Statement & Vision Statement (An Analysis)

IBM 305 RAMAC. International Business Machines Corporation’s (IBM) corporate

components and details of the corporate vision and mission statements,