A PROJECT REPORT ON

EMPLOYEE RETENTION
AT
RELIANCE
A Project Report submitted to Osmania University in partial fulfilment for the Award
of the Degree of BACHELOR OF BUSINESS ADMINISTRATION

SUBMITTED BY

SRIKAR JONNALA
(129319684036)

UNDER THE GUIDANCE OF

MS. ANUSHA SATYANARAYANA

(FACULTY IN HR)

PINNACLE INSTITUTE OF MANAGEMENT & COMMERCE

(Affiliated to OSMANIA UNIVERSITY)

1
 A PROJECT REPORT ON

“EMPLOYEE RETENTION”

With Reference To

“RELIANCE”

A Project report Submitted to Partial fulfilment of the requirement for the Award of the
Degree of

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by:

SRIKAR JONNALA
BEARING ROLL No: (129319684036)
Under the Guidance of
MS. ANUSHA SATYANARAYANA
(FACULTY IN HR )

Department of Business Administration

PINNACLE INSTITUTEOF MANAGEMENT AND COMMERCE

(Affiliated to Osmania University, Hyderabad)

2
 ACKNOWLEDGEMENT

I am Very Much Thankful to PRINCIPAL, MR. M. SUNIL KUMAR, PINNACLE

INSTITUTE OF MANAGEMENT AND COMMERCE, HYDERABAD for his
guidance for completion of the project .

I would like to thank my Internal guide MS.ANUSHA SATYANARAYANA, Lecturer

in HR of PINNACLE INSTITUTE OF MANAGEMENT AND COMMERCE,
HYDERABAD for their gesture of allowing me, to undertake this project and their
cooperation for the completion of his study.

I am also thankful to all those who have incidentally helped me, through their
valued guidance, cooperation &support during the course of my project.

(SRIKAR JONNALA)

3
 DECLARATION

I Hereby declare that the project report entitled “EMPLOYEE RETENTION’’ Is my

original work written and submitted by me in partial fulfilment of Bachelor of Business
Administration of (Osmania University) I also declare that this project has not been
submitted earlier in any other university or institution.

DATE:

PLACE: HYDERABAD

Signature of the Student

4
 CERTIFICATION

This is to certify that the Project Report title “EMPLOYEE RETENTION’’

submitted in partial fulfilment for the award of BBA Program of Department

of Business Management, O.U. Hyderabad, was carried out by SRIKAR

JONNALA under my guidance. This has not been submitted to any other

University or Institution for the award of any

degree/diploma/certificate.

Name and address of the Guide Name of the student

Signature of the External Guide

5
 CONTENT

S.NO TOPIC PAGE.NO.

1 CHAPTER-I

• INTRODUCTION 1

2 CHAPTER – II

• REVIEW OF LITERATURE 29

3 CHAPTER – III

• INDUSTRIAL PROFILE 60

• COMPANY PROFILE

4 CHAPTER – IV

• DATA ANALYSIS& INTERPRETATION 77

5 CHAPTER-V

FINDINGS, SUGGESTIONS, CONCLISIONS 88

6
6
BIBLIOGRAPHY 94

7
 LIST OF TABLES

8
S.NO TOPIC PAGE.NO.
1. COMPARISON BETWEEN AGE AND RETIREMENT 78
PLAN

2. COMPARISON BETWEEN AGE AND RETENTION 79

BONUS

3. COMPARISON BETWEEN AGE AND REWARD 80

4. COMPARISON BETWEEN AGE AND RESPECT 81

5. COMPARISON BETWEEN AGE AND HEALTH 82

BENEFIT

6. COMPARISON BETWEEN AGE AND INSURANCE 83

7. COMPARISON BETWEEN GENDER AND CURRENT 84

ACHIEVEMENT

8. COMPARISON BETWEEN GENDER AND WELFARE 85

9. COMPARISON BETWEEN GENDER AND 86

OPPORTUNITY FOR GROWTH AND DEVLOPMENT

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10. COMPARISON BETWEEN GENDER AND FURTHER 87
CARRIER
10
 LIST OF GRAPHS

1. COMPARISON BETWEEN AGE AND RETIREMENT 78

PLAN

S.NO TOPIC PAGE.NO.

2. COMPARISON BETWEEN AGE AND RETENTION 79

BONUS

3. COMPARISON BETWEEN AGE AND REWARD 80

4. COMPARISON BETWEEN AGE AND RESPECT 81

5. COMPARISON BETWEEN AGE AND HEALTH 82

BENEFIT

6. COMPARISON BETWEEN AGE AND INSURANCE 83

7. COMPARISON BETWEEN GENDER AND CURRENT 84

ACHIEVEMENT

8. COMPARISON BETWEEN GENDER AND WELFARE 85

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 9. COMPARISON BETWEEN GENDER AND 86
OPPORTUNITY FOR GROWTH AND DEVLOPMENT

10. COMPARISON BETWEEN GENDER AND FURTHER 87

CARRIER

12
 CHAPTER-1

INTRODUCTION

HUMAN RESOURCE
In the success of every business, five M's Man, Money, Material, Methods, and
Machinery/minutes play a crucial role.  Human resource is an essential element of an
organization. It includes all the employee and the people whosoever is contributed to the

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organization through their services. Specifically, employees are considered as human
resources of the business The department handles the personnel management activities of an
organization is also known as Human Resource. This department also executes the process of
hiring, employee benefits, and compensation. Human resources are the lifeblood of every
organization. The progress of an organization largely depends on their ability and
performance. An efficient and competent workforce ensures long term sustenance in the
industry.

Human Resource Meaning

A business organization is compiled of Physical capital resources, Human capital resources,

and organizational capital resources. Physical capital resources involve geographic location,
accessibility of raw material, and infrastructure. Human capital resources include the
relationships, intelligence, judgment, and training of employees and managers. And the
organizational capital resource is a combination of formal and informal processes, reporting
structure, and its network. All these sources are a significant source of an organization's
strength and productivity.  Employees of an organization are regarded as the most prominent
factor for the survival and growth of an organization in the industry. Along with it, the
organization's structure and processes are necessary to combine resources and structure
efficiently to gain strategic advantage. In short, human resources are the strategic choice to
maximize returns. 

Human Resource Definition   

Different Authors had distinct viewpoints towards HRM. Henceforth, they define Human
Resource Management based on their skills, research, and experience.           
According to Edward Flippo, “Human Resource Management as planning, organizing,
directing, controlling of procurement, development, compensation, integration, maintenance,
and separation of human resources to the end that individual, organizational and social
objectives are achieved.”
Leon C. Megginson defined “HR as the total knowledge, skills, creative abilities, talents,
and aptitudes of an organization's workforce, as well as the value, attitudes, and beliefs of the
individuals involved.”
Human Resource Concept

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Earlier Personnel administration was regarded as the HR department of an organization
because most of the employee-related activities viz. hiring, training, employee welfare, etc.
performed by them in organizations. It entailed employee record keeping, implementation of
organizational regulations according to employment laws. Also, personnel administrators
determine wages, compensation, and other employee benefits. Managers used to perform
tasks of administrators to maintain a smooth flow of work in the organization. 
            According to traditional HR, employees were merely a source of production in the
organization. In the present scenario, an efficient HR professional must know about
Engagement, Strategic Human Resource Management, Job demands-resources model, HR
analytics, Applicant tracking system, Employee turnover, HR report, Employee experience,
and 360-degree survey. These concepts are quite different from the conventional concepts of
HR. Along with it, these concepts on the mutual development of organization and employee
during the achievement of a goal. In other words, employees are considered and regarded as
Human Assets for the growth and advancement of the organization.

HR History -Evolution of Human Resource Management

During the 18th century, the evolution of Human Resource began in Europe. It originated
from a basic idea of Charles Babbage and Robert Owen around the Industrial Revolution. It
originated from the stages of a trade union, human relations, and the industrial revolution. It
was an advanced approach where employees were valued in the organization. The
introduction of HRM abolished the hire and fire policy and autocratic rule of personnel
managers of the organizations. HRM projected a positive image of HR departments among
the employees. Also, it allows them to share their opinions and views about the policies and
decisions of the organization. It fosters loyalty and trust in employees, and encourages them
to perform with full potential

Nowadays, Human Resource Professionals perform as a strategic business partner of the

organization. It involves the development of workforce strategies and their implementation to
attain competitive goals in the industry. Also, all the HR techniques, like recruitment,
training, compensation, and employee relations are used to strengthen the organization and to
ensure sustenance in a highly competitive business environment.

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A remarkable change can be seen in the functioning of the HR activities of the organization.
Today's HR departments are proactive and invest in employee engagement and empowerment
to derive the best results from their abilities.  Ambitious and innovative HR strategies
improve the organization's aptness to grow. In a nutshell, HRM is quite concise and forward-
looking to make the best utilization of the human resources of an organization.

HR Practices

HR practices involve all the activities that support the Human resource management of an
organization.  These activities add consistency, structure, reasonableness, and fairness to the
organizational functioning. Most of the HR activities fall under five core areas:
compensation, safety, labor relations, staffing, employee legislation, etc. The HR practices of
an organization include Performance Management, Training and development, job analysis,
and job design, Compensation and Benefits, Recruitment and selection of retail employees,
Labor Relations, etc.
In this digital age, the HR practices of organizations are highly employee-oriented. They
intended to keep employees satisfied and engaged at work, to maintain high productivity and
citizenship behavior. Now, HR managers need to analyze the data to keep a track record of
employee performance, evolve strategy based on their analysis, and emphasize on empathy to
make the fullest utilization of employee potential. Facebook, Accenture, and Google are
some of the companies with the best HR department

What is an Organization?

A set up where individuals come together and work in unison to achieve a common

goal is called as organization. Individuals working together in an organization to earn

their bread and butter as well as make profits are called employees. Employees are the

lifeline of an organization and contribute effectively to its successful running and profit

making.An organization can’t survive if the employees are not serious about it and are

more concerned about their personal interests.

What is Employee Retention?

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Employee retention refers to the various policies and practices which let the employees stick

to an organization for a longer period of time. Every organization invests time and money to

groom a new joiner, make him a corporate ready material and bring him at par with the

existing employees. The organization is completely at loss when the employees leave their

job once they are fully trained. Employee retention takes into account the various measures

taken so that an individual stays in an organization for the maximum period of time.

Why do Employees Leave?

Research says that most of the employees leave an organization out of frustration and

constant friction with their superiors or other team members. In some cases low salary, lack

of growth prospects and motivation compel an employee to look for a change. The

management must try its level best to retain those employees who are really important for the

system and are known to be effective contributors.

It is the responsibility of the line managers as well as the management to ensure that

the employees are satisfied with their roles and responsibilities and the job is offering

them a new challenge and learning every day.

Need & Importance of Employee Retention:

• 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 joiner is completely raw and

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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.

• 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. It is a human tendency to

compare a new joinee with the previous employees and always find faults in him.

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• 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.

• The management must understand the difference between a valuable employee and an

employee who doesn’t contribute much to the organization. Sincere efforts must be

made to encourage the employees so that they stay happy in the current organization and

do not look for a change.

Employee Retention Strategies:

• An employee looks for a change when his job becomes monotonous and does not

offer anything new. It is essential for everyone to enjoy whatever he does. The

responsibilities must be delegated according to the individual’s specialization and

interests. It is the responsibility of the team leader to assign challenging work to his team

members for them to enjoy work and do not treat it as a burden. Performance reviews are

important to find out whether the employees are really happy with their work or not.

• Constant disputes among employees encourage them to go for a change. Conflicts

must be avoided to maintain the decorum of the place and avoid spreading negativity

around. Promote activities which bring the employees closer. Organize outdoor picnics,

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informal get together for the employees to know each other better and strengthen the

bond among themselves. Let them make friends at the workplace whom they can really

trust. Friendship among employees is one strong factor which helps to retain employees.

Individuals who have reliable friends at the workplace are reluctant to move on for the

sake of friendship. No one likes to leave an organization where he gets mental peace. It

is essential to have a cordial environment at the workplace.

• The human resource department must ensure that it is hiring the right candidate.

Frustration crops up whenever there is a mismatch. A finance professional if is hired for

a marketing profile would definitely end up being frustrated and look for a change. The

right candidate must be hired for the right profile. While recruiting a new candidate, one

should also check his track record. An individual who has changed his previous jobs

frequently would also not stick to the present one and thus should not be hired.

• Employee recognition is one of the most important factors which go a long way in

retaining employees. Nothing works better than appreciating the employees. Their hard

work must be acknowledged. Monetary benefits such as incentives, perks, cash prize

also motivate the employees to a large extent and they prefer sticking to the

organization. The performers must have an upper edge and should get a special treatment

from the management.

• Performance appraisals are also important for an employee to stay motivated and

avoid looking for a change. The salary hike should be directly proportional to the hard

work put by the employees. Partiality must be avoided as it demotivates the talented

ones and prompt them to look for a better opportunity.

• The salary of the employees must be discussed at the time of the interview. The

components of the salary must be transparent and thoroughly discussed with the

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 individuals at the time of joining to avoid confusions later. The individuals should be

made to join only when the salary as well as other terms and conditions are acceptable to

them.

• The company’s rules and regulations should be made to benefit the employees. They

should be employee friendly. Allow them to take a leave on their birthdays or come a

little late once or twice in a month. It is important for the management to understand the

employees to gain their trust and confidence. The consistent performers must also have a

say in the company’s decisions for them to feel important.

Role of Motivation in Employee Retention:

Motivation plays an important role in employee satisfaction and eventually employee

retention. Nothing works better than motivation. Motivation acts as a catalyst to an

individual’s success. The team leaders and the managers must constantly motivate the

employees to extract the best out of them. If an employee has performed exceptionally well,

do appreciate him. Simple words like “Well done”, “Bravo”, “Good”, “Keep it up” actually

go a long way in motivating the employees. The top performers must be in the limelight. The

employees must feel indispensable for the organization. It is essential for the employees to be

loyal towards their organization to deliver their level best.

The superiors should send motivational emails to their team once in a week. Display

inspirational posters, photographs on the notice board for the employees to read and stay

motivated. It is natural for an individual to feel low sometimes, but the superiors must

ensure to boost their morale and bring them back on track. No individual should be

neglected or criticized. This demotivates them. If they fail to perform once, motivate

them and give them another opportunity.

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 Organize various activities and events at the workplace. Ask each one to take charge

of something or the other. Engage the employees in productive tasks necessary for their

overall development. The management must show its care and concern for all the staff

members. The employees must feel secure at the workplace for them to stay motivated.

Whenever any company policy is to be formulated, the opinion of each and every

employee should be taken into consideration.

Invite all of them on a common platform and ask for their suggestions as well.

Freedom of expression is must. Every employee must have a say in the organization’s

guidelines as they are made only to benefit them.

Incentives, perks, cash prizes are a good way to motivate the employees. The

employees who have performed well consistently should be felicitated in front of all the

staff members as well as the management. Give them trophies or badges to flaunt. Ask

the audience to give a loud applause to the employees who have performed well. This is

a good way to motivate the employees for them to remain happy and work with

dedication for a longer duration. Others who have not performed up to the mark also

gear up for future. The names of the top performers must be put on the company’s main

notice board or bulletin board for everyone to see.

Appraisals are also an important way to motivate the employees. The salaries of the

performers must be appraised at regular intervals- an effective way to retain the

employees. Career growth is an important way to retain the talented employees. Give

them power to take some decisions on their own but the management must have a close

watch on them so that they do not misuse their power.

Role of HR in Employee Retention:

The Human Resource team plays an important role in employee retention. Let us find

out their role in the same:

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• Whenever an employee resigns from his current assignments, it is the responsibility of

the HR to intervene immediately to find out the reasons which prompted the employee to

resign. No one leaves an organization without a reason. There has to be one and the

human resource team must probe into it. There can be innumerable reasons for an

employee to leave his current job. The major ones being conflict with the superiors,

lesser salary, lack of growth, negative ambience and so on.

• It is the duty of the HR to sit with the employee and discuss the various issues face to

face. Understand his problems and listen to his side of the story as well. Remember the

HR should not focus on conducting exit interviews, rather more emphasis should be laid

on retaining the employees.

• Try to provide a solution to his problem. Hiring is a tedious process and it is really

very difficult to recruit the right candidate and train him once again. Do check the track

record of the employee who wishes to move on. It is really essential for the management

to retain those employees who have the potential and are really indispensable for the

organization. If they leave and join the competitors; the organization would be at loss. If

one feels that the employee is not very happy with his team leader, try to shift him to a

new team. If the employee feels his salary is not justified, try to give him a hike but

make sure he is worth it and you don’t end up upsetting others

• The HR person must ensure that he is recruiting the right employee who actually fits

into the role. A right person doing the wrong job would never find his job interesting and

certainly look for a change. Make sure every individual has been assigned

responsibilities according to his specialization and interest. The employees must be clear

with their KRAs from the very beginning.

• The human resource department must conduct motivational activities at the

workplace. Organize various internal as well as external trainings which help the

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employees to learn something extra apart from their routine work. Make them participate

in extracurricular activities important for their overall development. Encourage them to

interact with each other so that the comfort level increases.

• The HR must launch various incentive schemes for the top performers to motivate

them. This way the employees feel important for the organization and strive hard to

perform even better the next time. The employees who show promise should be awarded

with cash prizes, lucrative perks and certificates to make the individual stand apart from

the crowd. Send a mail wishing the employees on their birthdays or congratulating them

when they perform exceptionally well or come out with something innovative. Arrange a

small bouquet for them as a gift from the organization’s side. This way the employees

feel attached to the organization and are reluctant to look for a change. A friendly

atmosphere is essential for the employees to feel safe and secure. Make them participate

in various management decision making.

• Performance reviews are a must. The HR along with the respective team leaders must

monitor their team member’s performance to ensure whether they are enjoying the work

or not. The employees look for a change only when their job becomes monotonous and

does not offer any growth or learning. Job rotation can be one of the effective ways to

retain employees.

Employee Engagement and Employee Retention:

What is employee engagement?

Employee engagement refers to a situation where all the employees are

engaged in their own work and take keen interest in the organization’s activities. An

engaged employee is one who is focused, enjoys his work and learns something new

each day.An engaged employee is satisfied with his work and would never think of

24
quitting his job. He is the one who willingly accepts responsibilities and looks forward

towards a long term association with the organization.

Lack of challenging work is one of the major reasons as to why an employee

decides to move on. An individual should be delegated responsibilities as per his

specialization and background for him to perform up to the mark. An employee delivers

his hundred percent when he does something which interests him.

Problems crop up when individuals have nothing creative and challenging to

do. An employee must foresee a bright future and better growth prospects in the

organization for him to stick to it for a longer duration. An engaged employee always

stays motivated in his current assignments and does not look for opportunities outside.

Why does an individual always look for challenges outside, why can’t he improve the

conditions in his own organization? Monotonous work demotivates an individual and

prompts him to look for a change.

As they say “an empty mind is a devil’s workshop”. In the same way, idle

employees are the ones who loiter around and spread negativity all over the place. They

are the ones who provoke others to fight amongst themselves. Individuals who have

nothing to do at workplace kill their time by gossiping around and badmouthing their

organization. They always talk negative about the management and encourage others to

move on.

The team leaders and the management must take the initiative to assign

challenging work to the subordinates so that they do not treat their work as a burden. An

employee must be asked to do something innovative every time.

An individual engaged in his work strives hard to deliver his level best and

live up to the expectations of the management everytime. He looks forward towards

25
 achieving his organization’s targets and thus making it one of the best places to work.An

employee who is busy with his work stays away from nasty politics, backstabbing and

thus maintain the decorum of the office. He prioritizes his work and does not really get

time for controversies. Individuals are reluctant to leave when they enjoy a cordial

relation with their colleagues.

Everyone expects a stress free environment at workplace and tends to leave

only when there are constant disputes. No one likes to carry tensions back home. An

engaged employee does not get time to participate in unproductive tasks instead finishes

his assignments on time and benefits the organization.

The team leaders must monitor the performance of the team members to

ensure whether they are satisfied with their profile or not? Performance reviews are a

must to make sure every one finds his job interesting. Discussions are essential at the

workplace and everyone should have the liberty to express his opinions on an open

forum. Don’t impose things on anyone. Let people decide themselves what best they can

do. This way employees are satisfied with their work and never look for a change.

One should always remember that offices are meant to work and not for fun.

For an individual, his work should come first and everything else later.

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE:

• To know the importance attached to employee retention in the organization.

SECONDARY OBJECTIVE:

• Strategies employed by the company to retain the efficient employee.

26
• To reduce the cost of turnover.

• To maintain the goodwill of the company.

• To analyze employee perception on retention strategies.

• To reduce attrition ratio.

• To satisfy employee.

• To develop new retention strategies.

RESEARCH METHODOLOGY

RESEARCH DESIGN:

A research design is the arrangement of conditions for collection and analysis in a

manner that aims to combine relevance to the research purpose with economy in procedure.
Research design is the conceptual structure within which research is conducted it constitutes
the blueprint for the collection, measurement and analysis of data. This project uses the
descriptive type of research design which describes the characteristics of group, individual or
a situation.

A descriptive study involves the following steps:

1. Formulating the objectives of the study.

2. Defining the population and selecting the sample.
3. Designing the method of data collection.
4. Analysis of the data.
5. Conclusion and recommendation for further improvement in the practices.

SAMPLING DESIGN:

A sample design is a definite plan for obtaining a sample from a given population.
It refers to the technique or the procedure the researcher would adopt in selecting items
for the sample.

TYPE OF UNIVERSE:

27
 The first step in developing any sample design is to clearly define the set of objects
called the universe to be studied. The universe can be finite or infinite. In finite universe
the number of items is certain but in case of an infinite universe the number of items is
infinite i.e., we cannot have any idea about the total number of items. In this project the type
of universe is finite.

SAMPLING UNIT:

A sampling unit has to be decided before selecting sample. Sampling unit may be
geographical one such as state, district, village, etc or a construction unit such as a flat,
house, etc or it may be a social unit such as a family, club, school, etc or it may be an
individual. In this the sampling unit is the manufacturing operations (RELIANCE)
RELIANCE COMMUNICATION LTD.

SAMPLING SIZE:

This refers to the number of items to be selected from the universe to constitute a
sample. The size of sample should neither be excessively large, nor too small. It should be
optimum. An optimum sample is one which fulfills the requirements of efficiency,
representativeness, reliability and flexibility. From the total number of employees 25 have
been selected for this project.

DATA COLLECTION METHOD:

Primary data are those which are collected for the first time and thus happen to be
original in character. In this primary data are collected using questionnaires.

STATISTICAL TOOLS:

The data collected from the respondents were analyzed using the statistical technique.
They are:

 Crosstab

SCOPE OF THE STUDY

This project has been prepared with an intention to make one realize and understand the
significance of employee retention.

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It is not about managing retention, it is about managing people. If an organization
manages people well, employee retention will take care of itself. People want to work for
an organization which provides:

• Appreciation for the work done.

• Ample opportunities.

• A friendly and cooperative environment.

• A feeling that the organization is second home to employee.

Employee retention has become the major goal of the organization. Initially recruitment was
only talked about, but now in today’s world, recruitment has become just a part of HRM.
Major importance is attached to employee retention.

This project not only aims to present the theoretical aspects, but the practical aspects as well.
A survey has been done to understand the strategies followed by various organizations to
ensure employee retention.

LIMITATIONS OF THE STUDY

 The study is limited to the RELIANCE COMMUNICATION LTD.

 This was conducted for a short span of time.

 This study includes very less sample so the conclusion drawn cannot be widely
applied.

 This study not being in vernacular language of the respondent was a limitation since
this may lead to bias in the response.

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30
 CHAPTER-II

REVIEW OF LITERATURE

LITERATURE REVIEW

Tricks to Improve Employee Retention (Franke Mor, 2001)

Employee retention is mainly done to assure the constant growth of the company in terms of

production, sales, and monetary gains and reduce employee turnover by cutting down on the

cost of employee hiring, training etc. It is the responsibility of the human resource

management team to take initiative steps to retain their important and productive workers for

31
long term benefits and future prospects of business gains and success. Carefully analyze the

reasons that would motivate them to stay in your company and make sure they are

implemented. Feedback process of organization system should be simple and short. It can

work for boosting employee morale and helps increasing retention. Employee compensation

also plays an important role in employee retention strategies. Fair and competitive salary

package give the workers an incentive to want to stay in the company. Upper Management

should know their name, skills and specifications in business. Create opportunities for better

professional development and growth for your workers. You can provide training or tools to

implement new techniques in their work.

10 Strategic Tips for Employee Retention (Jaime Menor, 2009)

1. Balance work and personal life

2. Competitive compensation package

3. Treat each employee with respect and as an individual

4. Positive Work environment

5. Eradicate Favoritism

6. Communication and availability

7. Employee Empowerment

8. Placing the Right Talent for the Right Job

9. Celebrate successes, big and little and make the workplace fun.

10. Workplace flexibility

How to Increase Employee Retention (Brad Booysen, 2011)

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 Every company needs talented, hard-working staff, and the best way to retain good

workers is to keep them happy. That's why having an employee retention strategy is

important. Here are some employee retention strategies you can use to keep employees "on

your team."

1. Encourage communication:

Share your company's vision with staff and make them feel part of the plan. Communicate

your enthusiasm for what your company does so that employees see the "bigger picture" and

how they fit in to it. Have monthly meetings with employees to get feedback on their job

performance.

2. Recognize employee achievements for better employee retention:

Recognize employees who are productive and motivated, and make them feel part of the

business "family" by recognizing personal achievements. Reward employees as a team for

working hard on a project by hosting a healthy team lunch.

3. Keep them healthy:

Healthy employees are more productive. Sponsor health screening programs to check

for health problems. Bring in experts on nutrition and physical fitness to talk to employees

about staying active and making healthier food choices. A healthy employee is a more

productive one.

4. Reduce stress in the workplace:

Encourage employees to take breaks or take a short walk outdoors. Keep an open door and

encourage employees to discuss stress-related issues so you can help correct them. Bring in

33
experts to talk about how to deal with work-related stress. Humor keeps employees healthy

and happy - and that's a good thing when it comes to employee retention.

Employee Retention Plan (Ivo Legenda, 2011)

Smart companies develop Employee Retention Plan to improve their current

Employee Retention Rate and develop high performance organizations. How do you develop

your Employee Retention Plan? First of all you need to identify the most important drivers

for Morale, Loyalty and Satisfaction. Employee Retention Rate depends on many factors

such as overall company environment, company policies, company culture, work

environment, employee development, etc. Creating High Retention Workforce is the number

one priority of a successful Retention Plan. Improve morale through effective rewards and

recognition system and develop relevant rewards for your workforce. Employee Surveys are

used for measuring employee satisfaction and identify important issues for your employees.

Achievements and recognitions are also important for employee satisfaction. Rewards and

recognition systems are also important for your Retention Plan. Employee Retention Plan

should be customized to your business and employees.

Executive Search Firms on Employee Retention Guidelines (Charles S. Cox, 2012)

To start, organizations need to understand that finding and acquiring talented

employees is difficult at the best of times, and all the more so when the economy is in a

slump and the job market is being flooded with under qualified individuals. What's more, in

order to retain the talent they have, companies will need to stop seeing these individuals as

tools and as individuals who should be supported and encouraged if they are to be effective

and help the company achieve its goals. To help guide companies in these endeavors, here are

some employee retention tips courtesy of executive search firms.

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  Keeping Motivated

 Providing the Corporate Ladder

 Developing a Brand

 Building Relationships

 Open Decision Making

 Take Time to Listen

 Effective Management

 Be Supportive

 Become More Than a Business

 Share the Company Vision

Executive Search Firms Look at Employee Retention Through Effective Management

(By Charles S. Cox, 2012) Co-Author: Maurice G.

For starters, employers should stay in touch with their employees as well as keeping

an ear to the ground for any rumblings which may be warning signs of instances of employee

dissatisfaction. If managers remain attentive enough they can often detect early sign of

agitation and unrest in their personnel. Other signs that employees may be less than satisfied

in their positions and considering jumping ship can be seen in individuals who seem

disconnected or have shown a marked difference in their working habits and behavior. All of

these factors are issues that managers should be able to catch by paying close attention to

their employees' behavior and activities. It is important that not only top managers, but those

on all levels, as well as team leaders, be trained to each carefully monitor their personnel for

signs that individuals may be becoming disenfranchised in their role and considering

leaving.Key to the success of these previous points is the need for managers to have

35
previously developed relationships with their employees. Finally, building on the previous

point, managers should seek gain an understanding of their employees' goals and ambitions.

Employee Retention Techniques (Nate Rodnay, 2005)

Employees are a valuable asset to any organization. Focusing on employee retention

techniques can positively impact the organization.

Increase Employee Engagement: Effectively implementing employee retention program by

increasing employee engagement ensures that the employees are satisfied with their work,

take pride in their work, report to duty on time, feel responsible for their job, feel valued for

their contributions, and have high job satisfaction.

Motivate Employees: Motivating employees by offering them better opportunities for career

development can help in employee retention. Giving rewards, recognitions, promotions, and

appreciation can motivate them to increase their productivity, commitment to work, and

loyalty to the organization.

Focus on Team Building: Team building promotes team work and team effort that help

them to tackle work pressure and thus provide a competitive advantage to organization.

Focusing on team building activities can help to reduce workplace conflicts between team

members as they work in a team.

Recognition of Performance: Although monetary compensation can act as a motivating

factor, openly recognizing the performance, initiative, and good work increases the morale

and motivates the employee to work more productively.

The Benefits of Employee Retention (Dipika Patel, 2010)

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 Employee retention is a vital part of running a successful business, with a range of

benefits experienced by human resources professionals who manage to keep hold of their

staff. A key advantage to sustaining a stable workforce is that you will be able to establish

and maintain a strong knowledge base throughout your company, with a dedicated backbone

of employees being able to carry out everyday duties with ease. This kind of experience is

vital, allowing you to maximize your profits when business is good, while lessening the

impact of downturns. Long-term employees are also able to deal with problems more easily,

as well as being more effective at training new staff. Importantly, an established workforce

sets a good example for new personnel, providing encouragement that the business

environment is not only enjoyable, but stable and supportive. Studies have also proven that

individuals who feel secure in their jobs are happier and work harder, meaning there is a

range of benefits from a performance perspective. However, organizations that fail to hold on

to their best people may struggle to compete, particularly in adverse economic conditions.

Not only will these enterprises find it difficult to attract the most sought-after talent if they

have a high staff turnover, but they may also discover their current employees are being

snapped up by competitors with a better reputation. These considerations are why HR

manager priorities staff retention and motivation, utilizing a number of methods in an attempt

to keep personnel happy. A primary reason many workers give for having left their previous

role is their employer's failure to show appreciation or give feedback. This means providing

incentives and rewards can be highly effective in raising morale, while also showing that you

are aware of their valuable contributions to the company. There are a variety of schemes

available for organizations looking at staff retention as a key area in which to improve. One

method is to introduce an online point scheme, which allows employees to collect points

through various means and store them in an internet account. Using an online website to

37
monitor the initiative also creates a team atmosphere, with leader boards, weekly emails and

regular updates keeping people informed of what is going on in the business.

Practices That Will Surely Improve Employee Retention in Your Office (Ashok Grover,

2012)

If employee retention is not an issue with your organization, you need not read any further.

There is a fair chance that either your organization does not belong to this world or it has

perfectly understood and put into practice the secrets of the trade!For others, all these secrets

are revealed hereunder!

1. Having Right People - Before talking about retention, go back to the basics and select the

people you would like to retain. If enough time and efforts are spent to check not only

technical but behavioral aspect also, result will be the employees who would like to stay and

company would like to retain.

2. Good Salary Levels - Though money is not everything, it is a big equalizer.

Unfortunately, while many companies feel that it is only the money what matters, there are

others who feel that money does not matter at all. The truth lies somewhere in between and a

fine balancing act is required.

3. Internal Pay Equity - Many a times, the pain point is not one's lower salary; but

comparatively higher amount being paid to another colleague. I have seen employees

jumping with joy after their increments are announced... till they know about others.

Similarly, a new employee may disturb older employees who may not be getting similar

amounts or vice versa when the newcomer realizes that he could have negotiated better. All

of them are human beings and there is nothing wrong in comparison.

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4. Benefits Programs and Retirement Benefits - Even in the environment of CTCs (cost to

the company), benefits programs like health insurance, recreation facilities, family get-

togethers and retirement benefits are extremely important. These make employees feel part of

a close-knit family and remain motivated.

5. Role Clarity - Nothing can be more damaging than a lack of clear job responsibilities. In

such situations, contrary to normal belief, employees performance is well below expectations,

while they feel that they are much more than they should. So, the result is a hopeless lose-

lose relationship.

6. Impartiality - Employees feel highly demotivated when they feel that they are not treated

equally and favoritism is practiced in the company. This invariably happens whenever there

are policies with clauses allowing management discretion.

7. Employee Empowerment - Employees perform much better when they are given the tasks

and freedom to perform the same independently. Workplaces that promote employee

empowerment, employee enablement, and broader spans of control by managers, will result

into superior performance. Micromanaging drives employees away, empowerment improves

retention.

8. Responsive Human Resource Team - Adequate and timely response to employee queries

and concerns by the Human Resource department keeps the environment healthy. In many

companies, the HR department is perceived as the policing arm of management. A responsive

HR department is one of the strongest reasons to ensure high degree of employee retention.

9. Two Way Communication - Employees feel much more comfortable when they feel that

they are being heard. This multiplies when they get face-to-face communication opportunity

39
with their supervisors and are given feedback about their performance. This communication

helps them feel recognized and important.

10. Performance Linked Reward System - Performers believe that the reward system

should be based on merit and contribution. When some management try to keep all their

employees happy through similar annual increments, it results into demoralization. In such

case, while the status of poor performers remains a question mark, star performers don't find

any reason to stay back with the organization.

11. Learning Environment - Employees look for opportunities to learn as well as share their

knowledge. Involving them in training sessions, team assignments and mentor-mentee roles

provides them with high level of internal self satisfaction, so important for retaining people.

12. Balanced Workload - No employees minds working long hours if it is once in a while.

However, consistent need of staying late at work pulls their motivation down and efficiency

is the casualty. This is happening more often now since it is getting more and more

challenging to find skilled and experienced staff to meet growing business demands. To

tackle this, companies should enable employees to balance work and life. Encouraging

employees’ participation in continuous improvement activities helps.

13. People Involvement - Involving employees in decisions that have an effect on their jobs

and the overall direction of the company makes them feel important.

Engage Employees and Improve Employee Retention (Abblig Beals, 2011)

Most companies see the under the pressure of retaining employees for longer periods

of time. An escalated number of opportunities for the truly motivated and skilled personnel

and impatience, on the part of the employees, of staying with the same company for long

have led to this phenomenon. Therefore, companies, all across the globe, are looking for

40
ways of improving their employee retention. Among the various ways which have been

explored, one realizes that employee engagement is one of the most sought after formulas for

employee retention. So, what is employee engagement? Although the answer to this lies in

the individual needs of the employees, a general concept presents its meaning as being the

involvement of employees with the organization and its values. Are the employees simply

performing their roles or are they an inclusive part of the organization? The more they are

towards the latter, the higher do they stay self motivated, enjoy their jobs and hence stick to

them for longer. It is essential that they are taught to develop self leadership skills on the

basis of their individual motives and goals in their career and life. The thing that has to be

quite evidently known is that compensation is just not enough for employee engagement.

There have to be other factors of motivation which let employees to engage with the

organization’s goals.

It is essential that companies interact with their employees to find out such other

things as reasons why they enjoy working with the company and what are those things about

their job profile which is the most motivating. While it does look quite plain and simple,

making employees introspect and explore the real answers to these questions is a challenging

task. Over and above this, the employer also has to spend some time assimilating feedback

from the employees. The feedback could be about anything about the organization, from its

marketing efforts to its HR to its work environment to much more. This way the employees

will feel more accountable towards the organization, at large, and thus be more engaged.

Improving the standards of employee engagement, across the globe, is Life by Design. The

company understands the real value of engagement and involves itself into Employee

Activated Engagement instead of pure employee engagement. With its efforts and adroitness,

it has generated effective and long lasting results for its clients.

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Human Resource Management System (HRMS) or Human Resource Information

System (HRIS), refers to the systems and processes at the intersection between human

resource management (HRM) and information technology. It merges HRM as a discipline

and in particular its basic HR activities and processes with the information technology field,

whereas the programming of data processing systems evolved into standardized routines and

packages of enterprise resource planning (ERP) software. On the whole, these ERP systems

have their origin on software that integrates information from different applications into one

universal database. The linkage of its financial and human resource modules through one

database is the most important distinction to the individually and proprietary developed

predecessors, which makes this software application both rigid and flexible.

Purpose

The function of Human Resources departments is generally administrative and common to all

organizations. Organizations may have formalized selection, evaluation, and payroll

processes. Efficient and effective management of "Human Capital" progressed to an

increasingly imperative and complex process. The HR function consists of tracking existing

employee data which traditionally includes personal histories, skills, capabilities,

accomplishments and salary. To reduce the manual workload of these administrative

activities, organizations began to electronically automate many of these processes by

introducing specialized Human Resource Management Systems. HR executives rely on

internal or external IT professionals to develop and maintain an integrated HRMS. Before the

client–server architecture evolved in the late 1980s, many HR automation processes were

relegated to mainframe computers that could handle large amounts of data transactions. In

consequence of the high capital investment necessary to buy or program proprietary software,

these internally-developed HRMS were limited to organizations that possessed a large

42
amount of capital. The advent of client–server, Application Service Provider, and Software as

a Service SaaS or Human Resource Management Systems enabled increasingly higher

administrative control of such systems. Currently Human Resource Management Systems

encompass:

1. Payroll

2. Work Time

3. Benefits Administration

4. HR management Information system

5. Recruiting

6. Training/Learning Management System

7. Performance Record

8. Employee Self-Service

The payroll module automates the pay process by gathering data on employee time and

attendance, calculating various deductions and taxes, and generating periodic pay cheques

and employee tax reports. Data is generally fed from the human resources and time keeping

modules to calculate automatic deposit and manual cheque writing capabilities. This module

can encompass all employee-related transactions as well as integrate with existing financial

management systems.

The work time module gathers standardized time and work related efforts. The most

advanced modules provide broad flexibility in data collection methods, labor distribution

capabilities and data analysis features. Cost analysis and efficiency metrics are the primary

functions.

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The benefits administration module provides a system for organizations to administer and

track employee participation in benefits programs. These typically encompass insurance,

compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspects from

application to retirement. The system records basic demographic and address data, selection,

training and development, capabilities and skills management, compensation planning

records and other related activities. Leading edge systems provide the ability to "read"

applications and enter relevant data to applicable database fields, notify employers and

provide position management and position control. Human resource management function

involves the recruitment, placement, evaluation, compensation and development of the

employees of an organization. Initially, businesses used computer based information systems

to:

 produce pay checks and payroll reports;

 maintain personnel records;

 pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to

garner potential candidates for available positions within an organization. Talent

Management systems typically encompass:

 analyzing personnel usage within an organization;

 identifying potential applicants;

 recruiting through company-facing listings;

 recruiting through online recruiting sites or publications that market to both recruiters

and applicants.

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The significant cost incurred in maintaining an organized recruitment effort, cross-posting

within and across general or industry-specific job boards and maintaining a competitive

exposure of availabilities has given rise to the development of a dedicated Applicant

Tracking System, or 'ATS', module.

The training module provides a system for organizations to administer and track employee

training and development efforts. The system, normally called a Learning Management

System if a standalone product, allows HR to track education, qualifications and skills of the

employees, as well as outlining what training courses, books, CDs, web based learning or

materials are available to develop which skills. Courses can then be offered in date specific

sessions, with delegates and training resources being mapped and managed within the same

system. Sophisticated LMS allow managers to approve training, budgets and calendars

alongside performance management and appraisal metrics.

The Employee Self-Service module allows employees to query HR related data and perform

some HR transactions over the system. Employees may query their attendance record from

the system without asking the information from HR personnel. The module also lets

supervisors approve O.T. requests from their subordinates through the system without

overloading the task on HR department.

“Employee relationship management” is a term that refers to relationship development and

management between employers and their employees.  There are a lot of different issues that

can affect employee satisfaction, which has a direct result on employee productivity and

overall corporate culture.  Employee relationship management can be driven by using

employee surveys to directly engage your employees in the issues that are most important to

them. 

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Some of the core issues that can be controlled with effective employee relationship

management are:

 Communication – Open communication both amongst your employees and between

the employees and the management team is imperative.  When employees feel that

they can’t be heard, they may become frustrated, leading to lowered employee

morale.  Lowered morale can result in lowered productivity and an uncomfortable, or

even hostile, work environment.  Employee surveys can give you a thorough

understanding of how your employees feel about communication in your work

environment.

 Conflict management – When problems arise, it is important to understand how to

handle them.  This is a fundamental aspect of employee relationship management. 

Sometimes those conflicts occur between employees and employers. 

EmployeeSurveys.com can provide you the necessary tools to help you negotiate and

manage conflicts in your business.

 Employee growth – Employees that feel they are only required to put in their hours

and go home will do just that.  Employees that feel they can become a valuable asset

based on their work, as well as their ability to provide important ideas, offer input,

and perhaps pursue growth opportunities within the company, will create a positive

atmosphere within the corporate culture.   

Focusing on employee relationship management can have profound effects on how your

business operates.  Conducting employee surveys is a useful tool towards reaching a

beneficial level of employee relationship management because they provide an opportunity

for candid feedback and analysis that isn’t achievable in typical business communication. 

46
The term "Employee Relationship Management" (acronym ERM), translate as

"management of the relationship with the employees" refers to the use of technologies in the

management of human resources. This concept is based on client relationship management,

with the employee at its center.

This involves implementing a dedicated information system for the management of human

resources (generally referred to as HRIS), which makes it possible to cover all problems that

are related with the relationship between a company and its employees, in particular:

 Training, i.e. the preparation of an overall training plan of the company which makes

it possible to handle a catalog of compulsory or optional internships, requests by

employees, and tracking of training actions;

 Pay, to prepare a statement of payments and mailing of salary bulletins;

 Recruiting, in particular follow-up on recruiting interviews and new recruits;

 Competence and career management, consisting in the implementation of a

competence reference standard which permits improved management of jobs within

the enterprise and in-house transfers. The goal is to value human assets by prioritizing

the competences, knowledge, and know-how of the employees;

 Time management, i.e. the management and quantification of the activity of the

employees of the company, in particular with a view to compliance with existing laws

(reduction of working hours, payment of overtime, accounting of vacation, work

breaks and absences);

 Internal communication, which permits sensitization and transversal information,

which makes it possible to break the isolation of the different sectors of the enterprise.

47
Human Resource vendors as well as Customer Relationship Management Vendors are trying

to offer solutions for Employee Relationship Management. Employee Relationship

Management is a science as old as business itself. One of the first technologies to improve

employee relationship was the telephone and later the fax. So what is Employee relationship

management all about?

Defining employee relationship management is more difficult than defining something like

Customer Relationship management. The nature of the relationship between a company and

employee is far more complex than the relationship with customers. Customers simply go off

to competitors when the relationship is not working while unhappy employees can remain for

long periods in the company. Customers only experiences the company at some key points of

truth while employees are daily experiencing a relationship with their employer. The

employee experience the relationship with the employer from the moment the employee

enters into a workspace. Their moments of truth is overshadowed by a total experience over a

period of time.

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The question is however: "Why do we need Employee Relationship Management?". Before

answering this question we need to reflect on what constitutes a relationship.

We have a relationship between two parties when;

- They feel close to each other,

- They have report with each other,

- They interact well,

- They communicate,

- They are sympathetic to each other

- They are responsive,

- They feel empathy with each other.

A good relationship is a relationship where there is a reciprocal exchange of value between

two parties. Both parties must want to be part of that relationship and contribute to the

relationship to work.

We believe that Employee Relationship Management will improve productivity by

improving:

- Employee morale

- Employee loyalty

- Employee turnaround

- Employee communication

- Employee change readiness

The problem with a relationship is that it is much like an iceberg. The visible part of the

relationship is only the tip of the iceberg that is visible above the water level. Most of the

factors that determine the quality of a relationship is beneath the water. All these are done

with the aim of improving productivity rather than interacting with employees.

49
The question is: Can Technology can help improve employee relationships especially if such

a large part of the relationship is based on hidden element?

Technology has already contributed to improving employee relationships:

- Companies already employ HR systems to ensure that employees get paid out the correct

salaries on time

- HR system allows employees to manage training as well as their leave.

- Advance companies have performance measurement systems that assist with the monitoring

and feedback of performance by linking it to bonus schemes.

- Work flow systems help to manage and coordinate the flow of work to and from employees.

- Organisational structure diagramming helped to make reporting lines and responsibilities

clear.

- Business information management technologies provides employees with up to date

information.

- Knowledge management technologies help employees to share knowledge of what is

happening in the company.

- Email, company portals and electronic calendars are already tools in use in most companies.

- Chief Executives have use blogging as a means to directly communicate with employees.

- Online self training courses helps employees to stay up to date with the latest developments

in the industry

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These technologies improved efficiencies rather than relationships. The question is: "Can

these technologies really help to improve employee relationships?" I think they can if these

technologies are integrated and shaped around the needs of each employee.

A company will benefit only from Employee Relationship Management technologies if there

are clear guidelines and rules of how these technologies should be used. A culture that values

the employee must pervade the organisation before these technologies can begin to make a

positive contribution. Without a clear management adoption of employee centered values

these technologies can become a destructive force which spread a negative morale rather than

a positive one. Employee relationship management tools breaks down the dependency on

hierarchical command and control systems and introduces more and more a self organizing

culture of employees that are networked to collaborate on points of need.

Technology can definitely assist but old style interpersonal skills and conflict resolution

techniques are still forming the baseline requirements for effective Employee Relationship

Management.

Maintaining healthy employee relations in an organization is a pre-requisite for

organizational success. Strong employee relations are required for high productivity and

human satisfaction. Employee relations generally deal with avoiding and resolving issues

concerning individuals which might arise out of or influence the work scenario. Strong

employee relation depends upon healthy and safe work environment, cent percent

involvement and commitment of all employees, incentives for employee motivation, and

effective communication system in the organization. Healthy employee relations lead to more

efficient, motivated and productive employees which further lead to increase in sales level.

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Good employee relation signifies that employees should feel positive about their identity,

their job as well as about being a part of such a great organization. Despite the importance of

strong and healthy employee relations, there are circumstances in the life of every

organization when employee and management relations are hampered. Instances of such

circumstances are as follows-

1. When the employees do not behave as per accepted norms of behaviour, it is known

as employee indiscipline. Absenteeism, change in employee’s behaviour, slow

performance and grievances are all forms of employee indiscipline. Thus, when the

employees fail to meet management expectations in terms of standard performance

and behaviour, it is referred to as indiscipline. In such cases, it must be ensured by the

management that steps should be taken so that employee’s behaviour is in conformity

with the managerial expectations.

2. Similarly, the employees also expect from the management to provide them a safe

working environment, fair treatment, proper incentives, participation in decisions, and

needs satisfaction. The failure on part of management to meet these expectations is

termed as employee grievance.

3. When the employees fail to meet their own expectations whether in terms of personal

goals, career goals, performance, self-respect, etc it is referred to as employee stress.

Excessive workload, insufficient workload, peer pressure, excessive/unreasonable use

of authority by the management, lack of promotional opportunities, nature of job, etc

all again lead to employee stress.

All the above mentioned organizational factors influencing employees relation must be

carefully tackled. An optimistic approach to strengthen disciplinary culture rooted on shared

52
norms of employees should be adopted. An effective grievance redressal system should be

there. Stress management strategies should be followed in the organization.

Improving Employee Relations

Employee relations must be strengthened in an organization. To do so, following points must

be taken care of:-

i. Employee has expectation of fair and just treatment by the management. Thus,

management must treat all employees as individuals and must treat them in a fair

manner. Employee favoritism should be avoided.

ii. Do not make the employees’ job monotonous. Keep it interesting. Make it more

challenging. This can be done by assigning employees greater responsibilities or

indulging them in training programmes.

iii. Maintain a continuous interaction with the employees. Keep them updated about

company’s policies, procedures and decisions. Keep the employees well-informed.

Informed employees will make sound decisions and will remain motivated and

productive. Also, they will feel as a member of organizational family in this manner.

iv. Employees must be rewarded and appreciated for a well-done job or for

achieving/over-meeting their targets. This will boost them and they will work together

as a team.

v. Encourage employee feedback. This feedback will make the employers aware of the

concerns of employees, and their views about “you” as an employer.

vi. Give the employees competitive salary. They should be fairly paid for their talents,

skills and competencies.

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vii. Be friendly but not over-friendly with the employees. Build a good rapport with the

employee. The employee should feel comfortable with the manager/supervisor rather

than feeling scared.

The importance of employee relations and organizational communication cannot be

emphasized enough. To maintain a strong relationship the culture must be acknowledged and

looked upon frequently.

There are several different sub organizations or organisms within a company that need to

communicate well in all directions, up, down and horizontally.

There are three hard questions that should be asked when analyzing effective organizational

communication.

1. Is management able to communicate effectively with employees?

2. Is communication trusted and does it relay appropriate information to employees?

3. Has management communicated its commitment to its employees and to fostering a

rewarding work environment?

There is one thing that can be trusted in all fields of communication and that is that it is

messy. An organization need to function like the body that has many different organisms that

work together to build on whole unit. If communication is cut off in any way the whole body

will have a problem, therefore the emphasis on free-flowing communication.

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The five principles to a smooth and cohesive

organization are, 1. Respect-without mutual respect

and value for both parties there may be a resistance

that hinders a good working relationship.2. Honest

Feedback-Candid feedback helps employees

understand what is going on and therefore has the

opportunity to correct and improve. 3.

recognition Employees need to feel like they are a

part of the organization, their opinion and effort should be recognized to make it a team.4.

voice Everyone needs to have a say in what is going on, this does not diminish the managerial

authority but merely lets everyone have an opinion. 5. Encouragment-Money and benefits

may serve as an incentive for employees to take part and work harder but workers need to be

acknowledged to know their value and status.

All of these components are essential to a greater working relationship within an organization

to improve results and maintain harmony.

The most important and often most expensive resource a company has is its “human”

resource. Because of its cost and importance it makes sense to ensure that this resource is

operating as productively as possible. Sometimes this may mean dealing with conflict issues

in the workplace and at other times it may mean finding proactive ways to keep employees

happy and productive.

Employee Relations often includes:

 Employee issues

 Management coaching

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  Discipline

 Harassment

Strategic HR inc. can assist with Employee Relations by:

 Coaching managers and employees on how to handle employee relations issues to

avoid escalation and legal impacts on the organization

 Advising on how to handle and document corrective action plans and disciplinary

actions

 Investigating, obtaining statements, and making recommendations for further action

 Identifying retention solutions to help improve turnover and employee morale

 Developing training solutions to help build a collaborative workforce

 Community Relations Programs

 Recreational/Social Events

 Employee Recognition Programs

 Suggestion Programs

 Absenteeism

 Termination

 Retention strategies

Industrial relations is a multidisciplinary field that studies the employment relationship.

Industrial relations is increasingly being called employment relations because of the

importance of non-industrial employment relationships. Many outsiders also equate industrial

relations to labour relations and believe that industrial relations only studies unionized

employment situations, but this is an oversimplification.

Overview

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Industrial relations has three faces: science building, problem solving, and ethical In the

science building face, industrial relations is part of the social sciences, and it seeks to

understand the employment relationship and its institutions through high-quality, rigorous

research. In this vein, industrial relations scholarship intersects with scholarship in labor

economics, industrial sociology, labor and social history, human resource management,

political science, law, and other areas. In the problem solving face, industrial relations seeks

to design policies and institutions to help the employment relationship work better. In the

ethical face, industrial relations contains strong normative principles about workers and the

employment relationship, especially the rejection of treating labor as a commodity in favor of

seeing workers as human beings in democratic communities entitled to human rights."The

term human relations refers to the whole field of relationship that exists because of the

necessary collaboration of men and women in the employment process of modern industry."It

is that part of management which is concerned with the management of enterprise -whether

machine operator,skilled worker or manager.It deals with either the relationship between the

state and employers and workers organisation or the relation between the occupational

organisation themselves.

Industrial relations scholarship assumes that labor markets are not perfectly competitive and

thus, in contrast to mainstream economic theory, employers typically have greater bargaining

power than employees. Industrial relations scholarship also assumes that there are at least

some inherent conflicts of interest between employers and employees (for example, higher

wages versus higher profits) and thus, in contrast to scholarship in human resource

management and organizational behavior, conflict is seen as a natural part of the employment

relationship. Industrial relations scholars therefore frequently study the diverse institutional

arrangements that characterize and shape the employment relationship—from norms and

power structures on the shop floor, to employee voice mechanisms in the workplace, to

57
collective bargaining arrangements at a company, regional, or national level, to various levels

of public policy and labor law regimes, to "varieties of capitalism" (such as corporatism),

social democracy, and neoliberalism).

When labor markets are seen as imperfect, and when the employment relationship includes

conflicts of interest, then one cannot rely on markets or managers to always serve workers’

interests, and in extreme cases to prevent worker exploitation. Industrial relations scholars

and practitioners therefore support institutional interventions to improve the workings of the

employment relationship and to protect workers’ rights. The nature of these institutional

interventions, however, differ between two camps within industrial relations. The pluralist

camp sees the employment relationship as a mixture of shared interests and conflicts of

interests that are largely limited to the employment relationship. In the workplace, pluralists

therefore champion grievance procedures, employee voice mechanisms such as works

councils and labor unions, collective bargaining, and labor-management partnerships. In the

policy arena, pluralists advocate for minimum wage laws, occupational health and safety

standards, international labor standards, and other employment and labor laws and public

policies. These institutional interventions are all seen as methods for balancing the

employment relationship to generate not only economic efficiency, but also employee equity

and voice. In contrast, the Marxist-inspired critical camp sees employer-employee conflicts

of interest as sharply antagonistic and deeply embedded in the socio-political-economic

system. From this perspective, the pursuit of a balanced employment relationship gives too

much weight to employers’ interests, and instead deep-seated structural reforms are needed to

change the sharply antagonistic employment relationship that is inherent within capitalism.

Militant trade unions are thus frequently supported.

History

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Industrial relations has its roots in the industrial revolution which created the modern

employment relationship by spawning free labor markets and large-scale industrial

organizations with thousands of wage workers. As society wrestled with these massive

economic and social changes, labor problems arose. Low wages, long working hours,

monotonous and dangerous work, and abusive supervisory practices led to high employee

turnover, violent strikes, and the threat of social instability. Intellectually, industrial relations

was formed at the end of the 19th century as a middle ground between classical economics

and Marxism, with Sidney Webb and Beatrice Webb’s Industrial Democracy (1897) being

the key intellectual work. Industrial relations thus rejected the classical econ.

Institutionally, industrial relations was founded by John R. Commons when he created the

first academic industrial relations program at the University of Wisconsin in 1920. Early

financial support for the field came from John D. Rockefeller, Jr. who supported progressive

labor-management relations in the aftermath of the bloody strike at a Rockefeller-owned coal

mine in Colorado. In Britain, another progressive industrialist, Montague Burton, endowed

chairs in industrial relations at Leeds, Cardiff and Cambridge in 1930, and the discipline was

formalized in the 1950s with the formation of the Oxford School by Allan Flanders and Hugh

Clegg.

Industrial relations was formed with a strong problem-solving orientation that rejected both

the classical economists’ laissez faire solutions to labor problems and the Marxist solution of

class revolution. It is this approach that underlies the New Deal legislation in the United

States, such as the National Labor Relations Act and the Fair Labor Standards Act.

Theoretical perspectives

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Industrial relations scholars have described three major theoretical perspectives or

frameworks, that contrast in their understanding and analysis of workplace relations. The

three views are generally known as unitarism, pluralist and radical. Each offers a particular

perception of workplace relations and will therefore interpret such events as workplace

conflict, the role of unions and job regulation differently. The radical perspective is

sometimes referred to as the "conflict model", although this is somewhat ambiguous, as

pluralism also tends to see conflict as inherent in workplaces. Radical theories are strongly

identified with Marxist theories, although they are not limited to kosala

Unitary perspective

In unitarism, the organization is perceived as an integrated and harmonious whole with the

ideal of "one happy family", where management and other members of the staff all share a

common purpose, emphasizing mutual cooperation. Furthermore, unitarism has a

paternalistic approach where it demands loyalty of all employees, being predominantly

managerial in its emphasis and application.

Consequently, trade unions are deemed as unnecessary since the loyalty between employees

and organizations are considered mutually exclusive, where there can't be two sides of

industry. Conflict is perceived as disruptive and the pathological result of agitators,

interpersonal friction and communication breakdown.

Pluralist perspective

In pluralism the organization is perceived as being made up of powerful and divergent sub-

groups, each with its own legitimate loyalties and with their own set of objectives and

leaders. In particular, the two predominant sub-groups in the pluralistic perspective are the

management and trade unions.

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Consequently, the role of management would lean less towards enforcing and controlling and

more toward persuasion and co-ordination. Trade unions are deemed as legitimate

representatives of employees, conflict is dealt by collective bargaining and is viewed not

necessarily as a bad thing and, if managed, could in fact be channeled towards evolution and

positive change.

Marxist/Radical perspective

This view of industrial relations looks at the nature of the capitalist society, where there is a

fundamental division of interest between capital and labour, and sees workplace relations

against this background. This perspective sees inequalities of power and economic wealth as

having their roots in the nature of the capitalist economic system. Conflict is therefore seen as

inevitable and trade unions are a natural response of workers to their exploitation by capital.

Whilst there may be periods of acquiescence, the Marxist view would be that institutions of

joint regulation would enhance rather than limit management's position as they presume the

continuation of capitalism rather than challenge it.

Industrial Relations Today

By many accounts, industrial relations today is in crisis. In academia, its traditional positions

are threatened on one side by the dominance of mainstream economics and organizational

behavior, and on the other by postmodernism. In policy-making circles, the industrial

relations emphasis on institutional intervention is trumped by a neoliberal emphasis on the

laissez faire promotion of free markets. In practice, labor unions are declining and fewer

companies have industrial relations functions. The number of academic programs in

industrial relations is therefore shrinking, and scholars are leaving the field for other areas,

especially human resource management and organizational behavior. The importance of

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work, however, is stronger than ever, and the lessons of industrial relations remain vital. The

challenge for industrial relations is to re-establish these connections with the broader

academic, policy, and business worlds.

CHAPTER-III

INDUSTRY PROFILE

&

COMPANY PROFILE

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RELIANCE COMMUNICATIONS) is an Indian conglomerate holding company headquartered
in Mumbai, Maharashtra, India. Relian ce owns businesses across India engaged in
energy, petrochemicals, textiles, natural resources, retail and telecommunications. Reliance is
the second most profitable company in India, the second-largest publicly traded company in
India by market capitalization and the second largest company in India as measured by
revenue after the government-controlled Indian. The company is ranked 114th on the Fortune
Global 500 list of the world's biggest corporations, as of 2014. RIL contributes approximately
20% of India's total exports

History

1940 – 1980

The inc.was co-founded by Dhirubhai Ambani and his brother Champaklal Damani in 1960s
as Reliance Commercial Corporation. In 1965, the partnership was ended and Dhirubhai
continued the polyester business of the firm. In 1966, Reliance Textiles Industries Pvt Ltd
was incorporated in Maharashtra. It established a synthetic fabrics mill in the same year
at Naroda in Gujarat.  In 1975, the company expanded its business into textiles, with "Vimal"
becoming its major brand in later years. The company held its Initial public offering (IPO) in
1977. The issue was over-subscribed by seven times.  In 1979, a textiles company Sidhpur
Mills was amalgamated with the company.  In 1980, the company expanded its polyster yarn
business by setting up a Polyester Filament Yarn Plant in Raigad, Maharashtra with financial
and technical collaboration with E. I. du Pont de Nemours & Co., US.

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1981 – 2000

In 1985, the name of the company was changed from Reliance Textiles Industries Ltd. to
Reliance Industries Ltd. During the years 1985 to 1992, the company expanded its installed
capacity for producing polyster yarn by over 145,000 tonnes per annum.  The Hazira
petrochemical plant was commissioned in 1991–92.  In 1993, Reliance turned to the overseas
capital markets for funds through a global depositary issue of Reliance Petroleum. In 1996, it
became the first private sector company in India to be rated by international credit rating
agencies. S&P rated BB+, stable outlook, constrained by the sovereign ceiling. Moody's rated
Baa3, Investment grade, constrained by the sovereign ceiling.  In the year 1995–96, the
company entered the telecom industry through a joint venture with NYNEX, USA and
promoted Reliance Telecom Private Limited in India. In 1998–99, RIL introduced packaged
LPG in 15 kg cylinders under the brand name Reliance Gas.  During 1998–2000, the
company completed setup of integrated petrochemical complex at Jamnagar in Gujarat.

2001 – present

In 2001, Reliance Industries Ltd. and Reliance Petroleum Ltd. became India's two largest
companies in terms of all major financial parameters.  In 2001–02, Reliance Petroleum was
merged with Reliance Industries. In 2002, Reliance announced India's biggest gas discovery
(at the Krishna Godavari basin) in nearly three decades and one of the largest gas discoveries
in the world during 2002. The in-place volume of natural gas was in excess of 7 trillion cubic
feet, equivalent to about 1.2 billion barrels of crude oil. This was the first ever discovery by
an Indian private sector company. In 2002–03, RIL purchased a majority stake in Indian
Petrochemicals Corporation Ltd. (IPCL), India's second largest petrochemicals company,
from Government of India. IPCL was later merged with RIL in 2008.  In the years 2005 and
2006, the company reorganized its business by demerging its investments in power
generation and distribution, financial services and telecommunication services into four
separate entities. In 2006, Reliance entered the organised retail market in India  with the
launch of its retail store format under the brand name of 'Reliance Fresh'.By the end of 2008,
Reliance retail had close to 600 stores across 57 cities in India. In November 2009, Reliance
Industries issued 1:1 bonus shares to its shareholders. In 2010, Reliance entered Broadband
services market with acquisition of Infotel Broadband Services Limited, which was the only
successful bidder for pan-India fourth-generation (4G) spectrum auction held by Government

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of India. In the same year, Reliance and BP announced a partnership in the oil and gas
business. BP took a 30 per cent stake in 23 oil and gas production sharing contracts that
Reliance operates in India, including the KG-D6 block for $7.2 billion. Reliance also formed
a 50:50 joint venture with BP for sourcing and marketing of gas in India. In 2012, RIL set up
a joint venture with Russian Company Sibur for setting up a Butyl rubber plant
in Jamnagar, Gujarat. The plant is scheduled to be operational in 2015  Presently, Tejpal
Singh Bisht is the President and CEO of New Ventures in the Chairman’s Office at Reliance
Industries Limited.

Chairman and MD: Mukesh Ambani

The number of shareholders in RIL are approx. 3 billion.The promoter group, Ambani
family, holds approx. 45.34% of the total shares whereas the remaining 54.66% shares are
held by public shareholders, including FII and corporate bodies. Life Insurance Corporation
of India is the largest non-promoter investor in the company with 7.98% shareholding.
Buyback: In January 2012, the company announced a buyback programme to buy a
maximum of 120 million shares for ₹104 billion(US$1.5 billion). By the end of January
2013, the company bought back 46.2 million shares for ₹33.66 billion (US$500 million).

Listing

The company's equity shares are listed on the National Stock Exchange of India Limited
(NSE) and the BSE Limited. The Global Depository Receipts (GDRs) issued by the
Company are listed on Luxembourg Stock Exchange.It has issued approx. 56 million GDRs
wherein each GDR is equivalent to 2 equity shares of the company. Approx. 3.46% of its
total shares are listed on Luxembourg Stock Exchange. Its debt securities are listed at the
Wholesale Debt Market (WDM) Segment of the National Stock Exchange of India Limited
(NSE).

Credit Ratings: It has received domestic credit ratings of AAA from CRISIL (S&P
subsidiary) and Fitch. Moody’s and S&P have provided investment grade ratings for
international debt of the Company, as Baa2 positive outlook (local currency issuer rating) and
BBB+ outlook respectively.

65
Operations

The company's petrochemicals, refining, and oil and gas-related operations form the core of
its business; other divisions of the company include cloth, retail business,
telecommunications and special economic zone (SEZ) development. In 2012–13, it earned
76% of its revenue from Refining, 19% from Petrochemicals, 2% from Oil & Gas and 3%
from Other segments.

In July 2012, RIL informed that it was going to invest US$1 billion over the next few years in
its new aerospace division which will design, develop, manufacture, equipment and
components, including airframe, engine, radars, avionics and accessories for military and
civilian aircraft, helicopters, unmanned airborne vehicles and aerostats.

Major subsidiaries and associates

On 31 March 2013, the company had 123 subsidiary companies and 10 associate companies.

 Reliance Retail is the retail business wing of the Reliance Industries. In March 2013, it
had 1466 stores in India. It is the largest retailer in India. Many brands likeReliance
Fresh, Reliance Footprint, Reliance Time Out, Reliance Digital, Reliance Wellness,
Reliance Trends, Reliance Autozone, Reliance Super, Reliance Mart, Reliance iStore,
Reliance Home Kitchens, Reliance Market (Cash n Carry) and Reliance Jewel come
under the Reliance Retail brand. Its annual revenue for the financial year 2012–13
was ₹108 billion (US$1.6 billion) with an EBITDA of ₹780 million (US$11 million).
 Reliance Life Sciences works around medical, plant and
industrial biotechnology opportunities. It specializes in manufacturing, branding, and
marketing Reliance Industries' products in bio-pharmaceuticals, pharmaceuticals, clinical
research services, regenerative medicine, molecular medicine, novel
therapeutics, biofuels, plant biotechnology, and industrial biotechnology sectors of the
medical business industry.
 Reliance Institute of Life Sciences (RILS), established by Dhirubhai Ambani
Foundation, is an institution offering higher education in various fields of life
sciences and related technologies.
 Reliance Logistics is a single-window company selling transportation, distribution,
warehousing, logistics, and supply chain-related products, supported by in-house
telematics and telemetry solutions. Reliance Logistics is an asset based company with its

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 own fleet and infrastructure. It provides logistics services to Reliance group companies
and outsiders. Merged content from Reliance Logistics to here. See Talk:Reliance
Industries#Merge proposals.
 Reliance Clinical Research Services (RCRS), a contract research organisation (CRO)
and wholly owned subsidiary of Reliance Life Sciences, specialises in the clinical
research services industry. Its clients are primarily pharmaceutical, biotechnology and
medical device companies.
 Reliance Solar, the solar energy subsidiary of Reliance, was established to produce and
retail solar energy systems primarily to remote and rural areas. It offers a range of
products based on solar energy: solar lanterns, home lighting systems, street lighting
systems, water purification systems, refrigeration systems and solar air
conditioners.Merged content from Reliance Solar to here. See Talk:Reliance
Industries#Merge proposals.
 Relicord is a cord blood banking service owned by Reliance Life Sciences. It was
established in 2002. It has been inspected and accredited by AABB, and also has been
accorded a license by Food and Drug Administration (FDA), Government of India.
 Reliance Jio Infocomm Limited (RJIL) previously known as Infotel Broadband, is a
broadband service provider which gained 4G licences for operating across India. Sandip
Das, former CEO of Maxis Malaysia, is the current group president of Reliance Jio
Infocomm.
 Reliance Industrial Infrastructure Limited (RIIL) is an associate company of RIL.
RIL holds 45.43% of total shares of RIIL. It was incorporated in September 1988 as
Chembur Patalganga Pipelines Limited, with the main objective being to build and
operate cross-country pipelines for transporting petroleum products. The company's name
was subsequently changed to CPPL Limited in September 1992, and thereafter to its
present name, Reliance Industrial Infrastructure Limited, in March 1994. RIIL is mainly
engaged in the business of setting up and operating industrial infrastructure. The
company is also engaged in related activities involving leasing and providing services
connected with computer software and data processing. The company set up a 200-
millimetre diameter twin pipeline system that connects the Bharat Petroleum refinery at
Mahul, Maharashtra, to Reliance's petrochemical complex at Patalganga, Maharashtra.
The pipeline carries petroleum products including naphtha and kerosene. It has
commissioned facilities like the supervisory control and data acquisition system and the

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 cathodic protection system, a jackwell at River Tapi, and a raw water pipeline system
at Hazira. The infrastructure company constructed a 71,000 kilo-litre petrochemical
product storage and distribution terminal at the Jawaharlal Nehru Port Trust (JNPT) Area
in Maharashtra.

Employees

As on 31 March 2013, the company had 23,519 employees of which 1,159 were women and
83 were employees with disabilities. It also had 29,462 temporary employees on the same
date. As per its Sustainability Report for 2011–12, the attrition rate was 7.57%.
In its 39th Annual General Meeting, its Chairman informed the shareholders of the
investment plans of the company of about ₹1500 billion (US$22 billion) in next three years.
This would be accompanied by increasing the staff strength in Retail division from existing
strength of 35,000 to 120,000 in next three years and increasing employees in Telecom
division from existing 3,000 to 10,000 in 12 months.

Environmental record

Reliance Industries is the world's largest polyester producer and as a result one of the largest
producers of polyester waste in the world. In order to deal with large quantities of waste, they
operate the largest polyester recycling centre that uses the polyester waste as a filling and
stuffing. 

Awards and recognition

 International Refiner of the Year in 2013 at the HART Energy’s 27th World Refining &
Fuel Conference. This is the second time that RIL has received this Award for
itsJamnagar Refinery, the first being in 2005.
 According to survey conducted by Brand Finance in 2013, Reliance is the second most
valuable brand in India.
 The Brand Trust Report ranked Reliance Industries as the 7th most trusted brand in India
in 2013 and 9th in 2014.
 RIL was certified as 'Responsible Care Company' by the American Chemistry Council in
March, 2012.
 RIL was ranked at 25th position across the world, on the basis of sales, in the ICIS Top
100 Chemicals Companies list in 2012.

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 RIL was awarded the National Golden Peacock Award 2011 for its contribution in the
field of corporate sustainability.
 In 2009, Boston Consulting Group (BCG) named Reliance Industries as the world's fifth
biggest 'sustainable value creator' in a list of 25 top companies globally in terms of
investor returns over a decade.
 The company was selected as one of the world's 100 best managed companies for the
year 2000 by IndustryWeek magazine.
 From 1994 to 1997, the company won National Energy Conservation Award in the
petrochemical sector.

Controversies

De-merger of RIL in 2005–06

The Ambani family holds around 45% of the shares in RIL. Since its inception the company
was managed by its founder and chairman Dhirubhai Ambani. After suffering a heart attack
in 1986, he handed over the daily operations of the company to his sons Mukesh
Ambani and Anil Ambani. After the death of Dhirubhai Ambani in 2002, the management of
the company was taken up by both the brothers. In November 2004, Mukesh Ambani, in an
interview, admitted to having differences with his brother Anil over 'ownership issues'.He
also said that the differences "are in the private domain". The share prices of RIL were
impacted by some margin when this news broke out. In 2005, after a bitter public feud
between the brothers over the control of the Reliance empire, mother Kokilaben intervened to
broker a deal splitting the RIL group business into the two parts. In October 2005, the split of
Reliance Group was formalized. Mukesh Ambani got Reliance Industries and IPCL. Younger
brother Anil Ambani received telecom, power, entertainment and financial services business
of the group. The Anil Dhirubhai Ambani Group includes Reliance Communications,
Reliance Infrastructure, Reliance Capital, Reliance Natural Resources and Reliance Power.
The division of Reliance group business between the two brothers also resulted in de-merger
of 4 businesses from RIL. These businesses immediately became part of Anil Dhirubhai
Ambani Group. The existing shareholders in RIL, both the promoter group and non-
promoters, received shares in the de-merged companies.

RIL plane grounded

69
A business jet owned by Reliance Industries (RIL) was grounded by The Directorate General
of Civil Aviation (DGCA) on 22 March 2014 during a surprise inspection, for carrying
expired safety equipment on-board and they also suspended its pilot for flying without a
licence.

Relationship with ONGC

In May 2014, ONGC moved to Delhi High Court accusing RIL of pilferage of 18 billion

cubic metres of gas from its gas-producing block in the Krishna Godavari basin.
Subsequently, the two companies agreed to form an independent expert panel to probe any
pilferage

RELIANCE COMMUNICATION

Introduction

VISION

By 2015, be amongst the top 3 most valued Indian companies, providing Information,
Communication & Entertainment services, and being the industry benchmark in Customer
Experience, Employee Centricity and Innovation.

MISSION

Creating world-class benchmarks by:

 Meeting and exceeding Customer expectations with a segmented approach

 Establishing, re-engineering and automating Processes to make them customer

centric, efficient and effective

 Incessant offering of Products and Services that are value for money and excite
customers
 Providing a Network experience that is best in the industry
 Building Reliance into an iconic Brand which is benchmarked by others and leads
industry in Intention to Purchase and Loyalty Developing a professional Leadership
team that inspires, nurtures talent and propagates RCOM Values by personal
example
Board of Directors

70
Shri Anil D. Ambani

Regarded as one of the foremost corporate leaders of contemporary India, Shri Anil D.
Ambani (50), the Chairman of all listed companies of the Reliance ADA Group, namely,
Reliance Communications, Reliance Capital, Reliance Infrastructure, Reliance Natural
Resources and Reliance Power. He is also the President of the Dhirubhai Ambani Institute of
Information and Communication Technology, Gandhinagar, Gujarat. An MBA from the
Wharton School of the University of Pennsylvania, Shri Ambani is credited with pioneering
several path breaking financial innovations in the Indian capital markets. He spearheaded the
country‘s first forays into overseas capital markets with international public offerings of
global depositary receipts, convertibles and bonds. Under his Chairmanship, the constituent
companies of the Reliance ADA Group have raised nearly US$ 7 billion from global
financial markets in a period of less than 3 years. Shri Ambani has been associated with a
number of prestigious academic institutions in india and abroad. He is currently a member of:
Wharton Board of Overseers, The Wharton School, USA Board of Governors, Indian
Institute of Management (IIM), AhmedabadExecutive Board, Indian School of Business
(ISB), Hyderabad.

In June 2004, Shri Ambani was elected as an Independent member of the Rajya Sabha –
Upper House, Parliament of India, a position he chose to resign voluntarily on 29th March,
2006.

BUSINESS OPERATIONS

Reliance Communications Limited (―RCOM‖, ―Borrower‖ or the ―Company‖) is the

flagship Company of the Reliance Anil Dhirubhai Ambani (―ADA‖) Group. Rated among
"Asia's Top 5 Most Valuable

Telecom Companies", Reliance Communications is India's foremost and truly integrated

telecommunications service provider. The Company, with a customer base of over 65 million
including over 1.7 million individual overseas retail customers, ranks among the Top 10
Telecom companies in the world by number of customers in a single country. RCOM‘s
corporate clientele includes 2,100 Indian and multinational corporations, and over 800 global,
regional and domestic carriers. Reliance Communications Limited has established a pan-

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India, next generation, integrated (wireless and wireline), convergent (voice, data and video)
digital network that is capable of supporting best-of-class services spanning the entire
communications value chain, covering over 20,000 towns and 450,000 villages. Reliance
Communications owns and operates the world's largest next generation IP enabled
connectivity infrastructure, comprising over 175,000 kilometers of fibre optic cable systems
in India, USA, Europe, Middle East and the Asia

Pacific region. On consolidated basis RCOM‘s operating revenues and net profit for the 12
month period ended March 31, 2008 was Rs. 190.7 billion (USD 4,765 million) and Rs. 67.9
billion (USD 1,697 million) respectively. 3 On March 31, 2008, RCOM had a net worth of
Rs. 290.3 billion (USD 7,254 million) and a net debt of Rs. 140.8 billion (USD 3,518
million).

Reliance communication encompasses a complete range of telecom services covering mobile

and fixed line telephony. It includes broadband, national and international long distance
services and data services along with an exhaustive range of value-added services and
applications. Our constant endeavour is to provide an enhanced customer experience and
achieve customer satisfaction by up scaling the productivity of the enterprises and individuals
we serve.

Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002,

coinciding with the joyous occasion of the late Dhirubhai

Ambani‘s 70th birthday, was among the initial initiatives of Reliance

Communications. It marked the auspicious beginning of Dhirubhai‘s dream of ushering in a

digital revolution in India. Today, we can proudly claim that

we were instrumental in harnessing the true power of information and communication, by

bestowing it in the hands of the common man at affordable rates.

We endeavor to further extend our efforts beyond the traditional value chain by developing
and deploying complete telecom solutions for the entire spectrum of society

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Wireless Reliance Mobile

With over 100 million subscribers across India, Reliance Mobile is India‘s largest mobile
service brand. Reliance Mobile services now cover over 24,000 towns, 6 lakh villages, and
still continuing. We have achieved many milestones in this short journey. In 2003, AC
Nielsen voted Reliance Mobile (formerly Reliance India Mobile) as India‘s

Most Trusted Telecom Brand. In July 2003, it created a world record by adding one million
subscribers in a matter of just 10 days through its

‗Monsoon Hungama‘ offer.

What sets Reliance Mobile apart is the fact that nearly 90 per cent of our handsets are data-
enabled, and can access hundreds of Java applications on Reliance Mobile World.Reliance
Mobile has ushered in a mobile revolution by offering advanced multimedia handsets to the
common man at very affordable rates. This innovative low pricing has increased the number
of mobile phone users and its result is clearly reflected in the meteoric rise in

India‘s tele-density over the past four years.

Our pan-India wireless network runs on CDMA2000 1x technology, which has superior voice
and data capabilities compared to other cellular mobile technologies. CDMA2000 1x is more
cost-effective as it utilises the scarce radio spectrum more efficiently than other technologies
do. Enhanced voice clarity, superior data speed of up to 144 kbps and seamless migration to
newer generations of mobile technologies are some of its key differentiators.

R World

The R World suite of Reliance Mobile is a unique Java-based application. Its uniqueness lies
in the fact that it enables complex Internet application to be introduced in mobile phones
effectively and quickly. R World receives over 1.5 billion page views per month from
Reliance Mobile users.

R World offers a wide array of applications that include hourly news updates, high quality
headline video clips, downloadable multi-lingual ring tones, seasonal updates including
festival specials, city and TV specials, exam results, astrology, mobile banking, bill payment.

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With over 150 data applications offering varied services - unique to any wireless service in
India - R World is truly a treasure house of knowledge, information, entertainment and
commerce.

Corporate Governance

Organisations, like individuals, depend for their survival, sustenance and growth on the
support and goodwill of the communities of which they are an integral part, and must pay
back this generosity in every way they can...his ethical standpoint, derived from the vision of
our founder, lies at the heart of the CSR philosophy of the Reliance – ADA Group.

While we strongly believe that our primary obligation or duty as corporate entities is to our
shareholders – we are just as mindful of the fact that this imperative does not exist in
isolation; it is part of a much larger compact which we have with our entire body of
stakeholders: From employees, customers and vendors to business partners, eco-system, local
communities, and society at large.We evaluate and assess each critical business decision or
choice from the point of view of diverse stakeholder interest, driven by the need to minimise
risk and to pro-actively address long-term social, economic and environmental costs and
concerns.

For us, being socially responsible is not an occasional act of charity or that one-time token
financial contribution to the local school, hospital or environmental NGO. It is an ongoing
year-round commitment, which is integrated into the very core of our business objectives and
strategy.

Reliance – ADAG continually reviews corporate governance best practices to ensure that
they reflect global developments. It takes feedback into account, in its periodic reviews of the
guidelines to ensure their continuing relevance, effectiveness and responsiveness to the needs
of local and international investors and other stakeholders.

Our codes of conduct and business policies encompass the following areas:

 Values and commitments

 Code of ethics

 Business policies

74
  Ethics management

 Prevention of sexual harassment

 Policy on insider trading

BUSINESS ACTIVITY OF THE COMPANY

Market leadership position

RCOM is among the top two providers of wireless communication services in India with a
subscriber base of more than 65 million wireless subscribers. RCOM is second largest seller
of mobile handsets/devices in the country, and the largest service provider engaged in this
activity. Due to its unique strength in high speed wireless data transmission, RCOM has 65%
market share of the data card and USB modem market for laptops and PCs. In addition,
RCOM is the largest PCO operator in the private sector with over 50% market share. RCOM
has achieved this leadership status in the Indian telecom market within 4 years of the
commercial national commercial launch of its CDMA based services. The Company has the
distinction of being EBITDA positive since the first year of its operations. This rapid build-
up of the subscriber base has been achieved by leveraging the telecom network and national
retail presence through nearly 2,000 exclusive Reliance World and Reliance Express stores
with a presence in over 700 Indian cities. Together with preferred retailers, RCOM has a
branded retail presence in over 1,300 towns. Apart from the growth witnessed in the wireless
telecom market, RCOM is increasing its presence in the broadband segment too. The
enterprise broadband services were launched in the first half of 2005, focusing on the top 40
cities of India. RCOM has leveraged its existing metro fibre optic network to connect with
customers in select buildings. As on 31 March 2008, 787,567 buildings are directly connected
and 1,031,000 access lines had been activated. RCOM has established an enterprise customer
base that includes 850 of the top Indian enterprise and MNCs, rapidly expanding its customer
in the SME segment too. RCOM is the market leader in the IDC services (Reliance Data
Centre) with over 62% market share and has an enterprise customer base that includes 800 of
the top 1,000 Indian enterprises and MNCs. RCOM is also the leading provider of MPLS-
VPN and Centrex solutions. RCOM entered the long distance market in India in mid 2003
and has become the largest carrier of international voice minutes, with a market share of 35%

75
for International

Long Distance (―ILD‖) wholesale inbound traffic. In addition to this RCOM has over 1.5
million customers for the Reliance India Call service which accounts for 40% of the total
retail market calls made from the United States to India.

Largest Capacity and Superior Network in India

Company will soon be present in over 23,000 towns though its CDMA network and over
8,000 towns through GSM network. RCOM‘s network will also cover over 600,000 villages
and address 90% of India‘s population.

RCOM has also commenced setting up of GSM network in the 14 additional circles where it
has received requisite Government approvals and spectrum to roll-out GSM. RCOM‘s
national inter-city long distance network is the largest next generation network in India, with
over 110,000 route kilometers of ducted fibre optic cables, which is being further expanded to
135,000 route kilometers. RCOM has a totally unique asset in over 25,000 route kilometers
of ducted fibre optic cables installed in the leading cities in India. The entire inter-city and
metro fibre optic backbone network is deployed in a ring and meshes architecture and is
MPLS enabled. The Reliance Data Network has over 180 MPLS integrated network nodes. 4
CDMA is a spread spectrum technology where the information at a standard rate of 9.6 Kbits
per second is spread on 1.23 MHz bandwidth. RCOM‘s network can support 2.3 times more
simultaneous calls per MHz as compared to that of other GSM operators.

Integrated telecom approach

The next generation telecom network, capable of supporting voice and data, is being
leveraged by RCOM to offer a full suite of telecommunications services ranging from
wireless to wireline including voice, data and broadband. The guiding strategy followed by
RCOM in the network design and implementation has been the ―follow-the-demand‖
principle. The superior and extensive telecom network is the basis for (i) an integrated
telecom approach providing a full suite of telecommunications services ranging from wireless
to wireline including voice, data and broadband; (ii) providing affordable and high quality
services based on technological leadership; and (iii) enabling the RCOM Group to offer
innovative communications products and services catering to evolving customer needs.

Recent Developments

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On January 11, 2008, the Company received start-up spectrum to launch nationwide GSM
services under its existing Unified Access Service License (UASL). RCOM has been granted
GSM spectrum in 14 service areas. The DOT had also made necessary amendments to
Unified Access Service Licenses (UASL) of Reliance Telecom Limited (RTL), wholly
owned subsidiary of the RCOM, to enable RTL to offer CDMA services in Assam and North
East Service Area in addition to existing GSM services and made allotment of start up
spectrum to RTL for providing CDMA services in Assam and North East. RCOM is planning
to participate in the upcoming 3G auction and would like to bid for nationwide 3G
frequencies. RCOM expects the auction price to be in a range upwards of USD 1 billion for a
nationwide licence. RCOM believes that with implementation of MNP; 3G will act as a key
differentiator to attract high-end customers to its newly launched nationwide GSM
operations. RCOM has planned a suite of high end applications such as video telephony
which are expected to be highly attractive to high-end 3G customers. Also, India is a low
broadband penetration market with high growth potential. 3G data card services will be able
to bridge the supply gap currently limited due to low fixed-line penetration in the country.

RCOM has announced launch of pan India GSM services on December 30, 2008. RCOM
believes that with a nationwide GSM network complementing its existing nationwide CDMA
network it will be able to achieve No. 1 leadership position in the wireless space in India.
With a nationwide GSM network, RCOM will be able to share growth opportunities in
India‘s GSM market, which constitutes 80% of the Mobility market and which has a very
high churn rate. RCOM will be able to expand its market share in segments which are high
VAS users ( such as youth)and which are today mostly using GSM technology because of
highly developed eco-system of GSM handsets in the country. This coupled with the existing
leadership position in enterprise and NLD/ILD business, RCOM has the potential to become
the undisputed leader in the Indian telecommunication sector. RCOM has also started
upgrading its existing CDMA 1x network with EVDO technology at selective locations in the
top 250 cities across India. RCOM believes that CDMA provides an edge in wireless data
transfer and can be a very cost effective solution for high data ARPU customers. RCOM is
already the leader in the wireless data card business in India through its CDMA 1x data cards;
EVDO will strengthen this leadership further by providing consumers with much greater
speed and superior SLAs. On January 31, 2009, the Board of Directors of Reliance
Communications Limited had approved a Scheme for consolidation of Optic Fiber Division

77
of the Company to Reliance Infratel Limited, a 5 subsidiary of the Company. Transfer of
Optic Fiber division Assets from RCOM to Reliance Infratel will be through a Court
approved Scheme of Arrangement at fair value. No additional equity shares are to be issued
and no change is proposed in the capital structure of the Company in terms of said Scheme.

Main Object of the Company

The main objects of the Company are:

1. To carry on and undertake the business of finance, investment, loan and guarantee
company and to invest in acquire, subscribe, purchase, hold, sell, divest or otherwise deal in
securities, shares, stocks, equity linked securities, debentures, debenture stock, bonds,
commercial papers, acknowledgements, deposits, notes, obligations, futures, calls,
derivatives, currencies and securities of any kind whatsoever, whether issued or guaranteed
by any person, company, firm, body, trust, entity, government, state, dominion sovereign,
ruler, commissioner, public body or authority, supreme, municipal, local or otherwise,
whether in India or abroad. The Company will not carry on any activity as per Section 45 1A
of RBI Act, 1934.

2. To carry on and undertake the business of financial services like financial restructuring /
reorganization, investment counseling, portfolio management and all activities and facilities
of every description including all those capable of being provided by bankers, stockbrokers,
merchant bankers, investment bankers, portfolio managers, trustees, agents, advisors,
consultants, providing other financial or related services and to carry on the activities of hire-
purchase, leasing and to finance lease operations of all kinds, purchasing, selling, hiring or
letting on hire all kinds of plant and machinery and equipment and to assist in financing of all
and every kind and description of hirepurchase or deferred payment or similar transactions
and to subsidize, finance or assist in subsidizing or financing the sale and maintenance of any
goods, articles or commodities of all and every kind and description upon any terms
whatsoever and to purchase or otherwise deal in all forms of movable property including
plant and machinery, equipments, ships, aircrafts, automobiles, computers, and all consumer,
commercial, medical and industrial items with or without security and to lease or otherwise
deal with them including resale thereof, regardless of whether the property purchased and
leased is new and/or used and from India or abroad.

3. To carry on and undertake the business of acting as agent of any person, public or private
sector enterprises, financial institutions, banks, central government and state governments

78
and to do financial research, design and preparation of feasibility study reports, project
reports and appraisal report in India and abroad.

4. To carry on, manage, supervise and control the business of telecommunication,

infrastructure, telecommunication system, telecommunication network, and
telecommunication services of all kinds including and not limited to setting up telephone
exchange, coaxial stations, telecommunication lines and cables of every form and description,
transmission, emission, reception through various forms, maintaining and operating all types
of telecommunication service and providing data programmes and data bases for
telecommunication.

CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

79
 DATA ANALYSIS AND INTERPRETATION

CROSSTABULATION:

4.1.1 TABLE SHOWING THE COMPARISON BETWEEN AGE AND

RETIREMENT PLAN

retirement plan

somewhat
neutral
important very important Total

Age 18<=25 1 3 2 6

26<=35 10 4 2 16

36<=45 1 2 0 3
Total 12 9 4 25
4.1.1 FIGURE SHOWING THE COMPARISON BETWEEN AGE AND
RETIREMENT PLAN

80
INFERENCE: From the above table it is inferred that 10 respondents of age group 26 to 35
years are neutral to retirement plan, 3 respondents of age group 18 to 25 years and 2
respondents of age group 36 to 45 years say that the retirement plan is somewhat important.

4.1.2 TABLE SHOWING THE COMPARISON BETWEEN AGE AND RETENTION

BONUS

Retbonus

Yes Total

Age 18<=25 6 6

26<=35 16 16

36<=45 3 3

Total 25 25

4.1.2 FIGURE SHOWING THE COMPARISON BETWEEN AGE AND RETENTION

BONUS

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INFERENCE: From the above table it is inferred that 16 respondents of age group 26 to 35
years have accepted that retention bonus has an impact on the motivation level and
performance of an associate.

4.1.3 TABLE SHOWING THE COMPARISON BETWEEN AGE AND REWARD

Reward

most of the
sometimes times all the time Total

Age 18<=25 0 2 4 6

26<=35 2 5 9 16

36<=45 1 0 2 3
Total 3 7 15 25

4.1.3 FIGURE SHOWING THE COMPARISON BETWEEN AGE AND REWARD

82
INFERENCE: From the above table it is inferred that the respondents of all age group have
accepted that the reward will increase the employee retention all the time.

4.1.4 TABLE SHOWING THE COMPARISON BETWEEN AGE AND RESPECT

Respect

sometimes most of the times all the time Total

Age 18<=25 0 2 4 6

26<=35 2 5 9 16

36<=45 0 1 2 3
Total 2 8 15 25

4.1.4 FIGURE SHOWING THE COMPARISON BETWEEN AGE AND RESPECT

83
INFERENCE: From the above table it is inferred that the respondents of all age group have
accepted that respect will increase the employee retention all the time.

4.1.5 TABLE SHOWING THE COMPARISON BETWEEN AGE AND HEALTH

BENEFIT

Health benefit

somewhat very
neutral important important Total

age 18<=25 5 0 1 6

26<=35 9 3 4 16

36<=45 0 0 3 3
Total 15 5 5 25

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4.1.5 TABLE SHOWING THE COMPARISON BETWEEN AGE AND HEALTH
BENEFIT

INFERENCE: From the above table it is inferred that 9 respondents of age group 18 to 25
years and 5 respondents of age group 26 to 35 years are neutral to health benefit and 3
respondents of age group 36 to 45 years say that health benefit for employment is very
important.

4.1.6 TABLE SHOWING THE COMPARISON BETWEEN AGE AND INSURANCE

Insurance

not very somewhat very

important Neutral important important Total

Age 18<=25 0 0 3 3 6

26<=35 1 7 4 4 16

36<=45 0 0 0 2 3
Total 1 10 9 5 25

4.1.6 FIGURE SHOWING THE COMPARISON BETWEEN AGE AND INSURANCE

85
INFERENCE: From the above table it is inferred that 7 respondents of age group 26 to 35
years are neutral to insurance scheme, 3 respondents of age group 18 to 25 years and 2
respondents of age group 36 to 45 years suggest that insurance scheme is very important.

4.1.7 TABLE SHOWING THE COMPARISON BETWEEN GENDER AND

CURRENT ACHEIVEMENT

Curntachi
v

Yes Total

gender male 19 19

female 6 6
Total 25 25

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4.1.7 FIGURE SHOWING THE COMPARISON BETWEEN GENDER AND
CURRENT ACHEIVEMENT

INFERENCE: From the above table it is inferred that 19 male respondents and 6 female
respondents has accepted that the company is providing rewards and recognition for the
necessary achievement.

4.1.8 TABLE SHOWING THE COMPARISON BETWEEN GENDER AND

WELFARE

Welfare

highly
neutral satisfied satisfied Total

gender male 7 10 2 19

female 1 5 0 6
Total 10 13 2 25

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4.1.8 FIGURE SHOWING THE COMPARISON BETWEEN GENDER AND
WELFARE

INFERENCE: From the above table it is inferred that 10 male respondents and 5 female
respondents are satisfied with the welfare measures provided the company.

4.1.9 TABLE SHOWING THE COMPARISON BETWEEN GENDER AND

OPPORTUNITY FOR GROWTH AND DEVELOPMENT

Oppgthdev

Yes no Total

gender Male 14 5 19

Female 5 1 6
Total 19 6 25

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4.1.9 FIGURE SHOWING THE COMPARISON BETWEEN GENDER AND
OPPORTUNITY FOR GROWTH AND DEVELOPMENT

INFERENCE: From the above table it is inferred that 14 male respondents and 5 female
respondents has accepted that the company provides opportunities for growth and
development.

4.1.10 TABLE SHOWING THE COMPARISON BETWEEN GENDER AND

FURTHER CARRIER

furthercarrie
r

Yes Total

gender male 18 18

female 7 7
Total 25 25

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4.1.10 FIGURE SHOWING THE COMPARISON BETWEEN GENDER AND
FURTHER CARRIER

INFERENCE: From the above table it is inferred that 18 male respondents and 7 female
respondents would like to plan their further carrier in this organization.

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 CHAPTER-5
FINDINGS
SUGGESTIONS
CONCLUSION

FINDINGS

 10 respondents of age group 26 to 35 years are neutral to retirement plan, 3

respondents of age group 18 to 25 years and 2 respondents of age group 36 to 45
years say that the retirement plan is somewhat important.
 16 respondents of age group 26 to 35 years have accepted that retention bonus has an
impact on the motivation level and performance of an associate.
 The respondents of all age group have accepted that the reward will increase the
employee retention all the time.

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  The respondents of all age group have accepted that respect will increase the
employee retention all the time.
 9 respondents of age group 18 to 25 years and 5 respondents of age group 26 to 35
years are neutral to health benefit and 3 respondents of age group 36 to 45 years say
that health benefit for employment is very important.
 7 respondents of age group 26 to 35 years are neutral to insurance scheme, 3
respondents of age group 18 to 25 years and 2 respondents of age group 36 to 45
years suggest that insurance scheme is very important.
 19 male respondents and 6 female respondents has accepted that the company is
providing rewards and recognition for the necessary achievement.
 10 male respondents and 5 female respondents are satisfied with the welfare measures
provided the company.
 14 male respondents and 5 female respondents has accepted that the company
provides opportunities for growth and development.
 18 male respondents and 7 female respondents would like to plan their further carrier
in this organization.

SUGGESTIONS

 Maintaining corporate image is an effective way to attract the talented. The

organisation has to ensure that it is sought after for employment by cashing on its
good will and reputation.

 The organisation must identify its strengths and opportunities and portray them
effectively. This is almost equivalent to selling the organisation to the new recruits, it
helps in building positive impressions initially.

92
 Organisations must hold strict exit interviews and review reasons for turnover. The
information must be ideally used to plan strategies for retention. Those issues that
might drive talent to leave should be dealt with immediately.

 All information about the new recruits should be kept in mind even after the
recruitment process ends. This will help in identifying their potential and setting
performance targets thereby, maximising the recruit’s performance.

 Organisations should look for the best fit into their territory with reviews from their
colleagues, customers and managers.

 Organisations should design training programmes that match employee competencies

with current trends.

 Employer should help employees to prove their worth and bring out their talent
potentials, and avoid cost point.

 Giving employees responsible tasks, while giving them the freedom to work in their
own style and motivates them to stay on.

 Healthy relationships among the line members and staff members inspire employees
to stay on in any organisation.

 Compensation plays an important role in attracting, motivating and retaining

employees.

 Creative retention strategies therefore have to be emphasised. This is the

responsibility of management and every employee of the organisation has to view it
as a calculated organisational challenge.

93
 CONCLUSION

The study “Retention of Employees” at workplace in RELIANCE

COMMUNICATION LTD. was conducted to analyze the impact of employee retention and
its effect on work place outcomes. The employee retention is neither common nor permanent
for employer in the organization hence this project considers the effect of employee retention
through a mediating factor work environment to study the various impact on job stress, job
satisfaction and turnover intention. Therefore the organization can impart certain practices

94
that boost employee to perform well and sustaining them in the organization by providing
various welfare measures and implementing retention strategies.

BIBLIOGRAPHY

 Affirmative Action Office. (n.d.). Guidelines for recruiting a diverse workforce. Penn
State University.
 Bates, S. (2005). Employee loyalty rules changing, experts tell SHRM foundation.
Retrieved September 27, 2005, from Society for Human Resource Management
Website: www.shrm.org.

95
  Bates, S. (2006). Many employees itching to leave, new survey reveals. Retrieved
from Society for Human Resource Management Website: www.shrm.org
 Branham, L. (2005). The seven hidden reasons employees leave. New York:
American Management Association.
 Buckingham M. and Coffman, C. (1999). First, break all the rules. New York: Simon
and Schuster.
 Chatsky, J. (2005). Don’t let your mortgage imprison you in a job. Retrieved October
3, 2005 from www.msnbc.msn.com
 Clowney, C. (2005, October) Best practices in recruiting and retaining a diverse
faculty. Clowney and Associates: Web Conference.
 Coleman, A. L., Palmer, S. R., Richards, F. S. (2005). Federal law and recruitment,
outreach, and retention: A framework for evaluating diversity-related programs. The
College Board.
 DiversityInc. (2005, November). Diversity training. DiversityInc Webinar.
 Employee retention toolkit. Retrieved December 20, 2005, from Society for Human
Resource Management Website: www.shrm.org
 Esen, E. (2005, October). 2005 Workplace diversity practices: Survey report.
Alexandria, VA: Society for Human Resource Management.
 Esen, E. (2005, November). U.S. job recovery and retention: Poll findings.
Alexandria, VA: Society for Human Resource Management.

WEBSITES:

 www.scribd.com
 www.retentionconnection.com
 www.slideshare.net
 www.citehr.com
 www.managementparadise.com

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  hrmba.blogspot.com
 www.ehow.com
 http://ezinearticles.com

ANNEXURE
A STUDY ON THE RETENTION OF EMPLOYEES AT RELIANCE
COMMUNICATION LTD
Designation:
Age group:
a)18-25 b)26-35 c)36-45 d)46-55 e)Over 55
Gender:

97
a)Male b)Female
1. How much are you satisfied with the current job?
a)Very high b)Fairley enough c)Moderate d)Very less
2. Do you have Rewards and recognition for your achievements in current company?
a)Yes b) No. If no, Please specify the reason.
3. Is it important that appreciation for your work by your coworkers and supervisors
is necessary?
a)Yes b) No. If no, Please specify the reason………
4. How do you rate the infrastructure and equipment provided by the organization?
a)Excellent b)Very good c)Good d)Poor e)Worst
5.Does the retention bonus have any impact on the motivation levels for an associate?
a)Yes b)No. If no, Please specify the reason……..
6. Do you feel that the company provides opportunities for your growth and development?
a)Yes b) No. If no, Please specify the reason……
7. Do you think that the implementation of three Rs (recognition, reward, respect) will
increase employee retention?

Never Sometimes Most of the times All the time

Recognition
Reward
Respect

8. What is your opinion on the working environment?

 
a)Highly Dissatisfied b)Dissatisfied c) Neutral d)Satisfied e)Highly Satisfied

9. Express your level of satisfaction regarding the welfare measures provided by the Company?

a) Highly Dissatisfied b) Dissatisfied c) Neutral d) Satisfied e) Highly Satisfied

10. Have you worked in any other organization previously to this company?

a)Yes b) No

98
 If yes, for what reason you shifted to this company?
11. Benefits
Please rate the following benefits of employment on a scale of 1 to 5 where 1 = not at
all important and 5 = very important
NOT AT ALL NOT VERY NEUTRAL SOMEWHAT VERY
IMPORTANT IMPORTANT IMPORTANT IMPORTANT
Salary/ 1 2 3 4 5
Compensation
Leave benefits 1 2 3 4 5
(Including sick,
vacation, personal
and paid holidays)
Retirement plans 1 2 3 4 5
Health and related 1 2 3 4 5
benefits
Long term care 1 2 3 4 5
insurance
Deferred 1 2 3 4 5
compensation
Employee Assistance 1 2 3 4 5
Program (EAP)
Life works (resource 1 2 3 4 5
and referral)

12. Would you like to plan your further carrier in this organization?

a ) yes b ) No. If no, please specify the reason

99