CHAPTER I

INTRODUCTION

1
INTRODUCTION
Employee attrition and candidate absconding are significant business concerns for every
organization, one even bigger than attracting talent. Employee attrition is a serious issue,
especially in today’s knowledge-driven marketplace where employees are the most
important human capital assets; attrition impacts an organization’s competitive advantage.
The tangible costs of employee attrition would be the cost of training new employees,
the recruitment and selection costs, adjustment time, possible product and/or service quality
problems, costs of agency workers/ temporary staff, the cost of training, the cost of loss
productivity, the cost of lost knowledge and the cost of the position remaining vacant till a
suitable replacement is found. The intangible costs, which may be even more significant
than the tangibles, involve the effect of attrition on organizational culture, employee
morale, social capital or organizational memory. All these costs would significantly take
away the profitability and the competitive advantage of the firm.It is imperative for every
organization to understand what attracts and retains a potential candidate and predict
attrition early in the recruitment process to curtail significant loss of productivity among
hiring managers, recruiters and eventual loss of revenue and moneys.
Retention is the process of developing and implementing practices that reward and supports
employees. Retention of the key employees is critical to the long term health and success of
any organization. It ensures better customer satisfaction, increased product sales, effective
succession planning and deeply imbedded organizational knowledge and learning.
Retaining employees talent is a direct function of how good are the HR practices in an
organizations and how sensitive an organization is to meet the employees needs both
monetarily and psychologically. Building a strategy for retention requires identification of
the factors that can lead to employee turnover and then developing a range of initiatives
that will address retention strategy. Developing a strategy also influences job satisfaction
and organizational commitment. It may be also noted that employee attitude change over a
period of time and therefore retention strategies cannot remain static.

NEED OF THE STUDY

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 Employee attrition is a very big problem globally. Attrition rate is increasing day by
day, and especially the software industry is affected the most in the present era. Why an
Employee leaves a company is the question asked by most of the employers. Companies
even hire Private HR professionals to study the company's work and find out why an
employee is dissatisfied.
HR department does the recruiting of new employees and then send them for
training so that they can understand work and work culture and become better
professionals. Each and every company faces employee turn over problem whether big or
small. An employee leaves his present job for another job to get better pay package and
good working conditions.
Every Company calculates Employee attrition rate and takes measures to reduce it.
The facts and figures are not made public as it may tarnish the image of the company in
front of its own employees and its loyal customers.
For this, a study on employee attrition and retention strategies is made at Taashee
Linux Services to know about the attrition rate and the techniques followed by the company
to overcome this barrier.

3
OBJECTIVES OF THE STUDY
Employee attrition is the rate at which organizations and/or company's hiring and
fire employees to either represent their firm or leave their firms. It is also referred to the
employee attrition rate.
This study is undertaken to analyze employee attrition levels in Taashee Linux
Services
Objectives
 To study and understand the reasons for the rate of employee attrition in Taashee
Linux Services
 To find key attributes (such as salary and Job security etc.) that are important to
candidates in a potential employer
 To understand job candidate’s preferences/needs from their employer or company
 To find out reasons for early attrition (employees leaving within the first 9 months),
such as psychographics, demographics and sociological factors impacting a
candidate/ employee decision to leave early
 To assess the retention strategies of Taashee Linux Services
 To study the impact of the dimensions job satisfaction, selection & training,
compensation, recognition and work life balance on employee retention
 To suggest measures that improves employee retention.

4
RESEARCH METHODOLOGY

For the purpose of study, both primary and secondary data has been collected. The
observational method and survey research method is used to collect the primary data.
The necessary data has also been collected from official records and other published
sources. The collected data is classified, tabulated, analyzed and interpreted later.

DATA COLLECTION:
There are two types of data collection
1. Primary data
2. Secondary data
Primary data
 Primary data is personally developed data and it gives latest information and offers
much greater accuracy and reliability.
 There are various sources for obtaining primary data i.e., Mail survey, personal
interview,
 Field survey, panel research and observation approach etc.
 The study to maximum extent dependent on primary data, which is collected by way
of structures personal interview with customers.
Primary sources considered with regard to Employee Attrition at Taashee Linux Services :
 Interaction with the employees/ and HR at Taashee Linux Services.

Secondary data
Secondary data is the published data. It is already available for using and its saves time.
The mail source of secondary data are published market surveys, government publications
advertising research report and internal source such as sales, sales records orders, customers
complaints and other business record etc. the study has also depended on secondary data to
little extent, which is collected through internal source.

5
Secondary sources considered with regard to Employee
Attrition:
 Websites
 Journals
 Circulars
 Annual Reports
Survey Data Analysis:
Statistical Analysis: The data analysis was done using SPSS. Data analysis primarily
comprised of analysis of means, frequency and cross tabs. Survey analysis is discussed in
detail in the next chapter along with graphical and statistical interpretation.
Research Findings: Considerable amount of time was spent to collate the findings of the
research. The findings had to be stated. These findings were also discussed with the
leadership team at Taashee Linux Servicesto get a lateral view because these were to form
the basis of the recommendations to be made to the company.

SCOPE OF THE STUDY

The study involves analyzing the employee attrition rate inTaashee Linux Services.The
scope of the study is limited to the information gathered from the company only.
 The study is carried out by taking the feedback ofmanagement, HR, and employees
of Taashee Linux Services.
 The employee attrition study is carried out in Taashee Linux Services in Hyderabad
 The survey and secondary research conducted will provide the details about the
employee attrition and retention strategies in the company with regard to the
employees
 This study is aimed at providing useful insights to the management of Taashee
Linux Services on employee attrition levels and retention strategies.

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LIMITATIONS
Every study has its own limitations in terms of methodology and available resources for its
conduct. This study was not an exception and was carried out under the following
limitations:
 The research was confined to only TaasheeLinux Servicesin Hyderabad region
 The study is limited to employee attrition and retention strategiesonly. Others are
not taken into the purview of the study
 The information related to the employee attrition is very confidential, so the
company, to an extent, was not interested in reveal all their process deeply
 Some of the employees were reluctant to provide the exact information required for
the project
 Some important information was not there due to confidentiality involved in it
 Accuracy of the study is limited due to the possible bias of the respondents.

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 CHAPTER II
REVIEW OF LITERATURE

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Overview:
Attrition is one of the most serious concerns of the organisations today, irrespective
of the industry in which they are operating. Attrition is all about people leaving
organisations with the slightest provocation and having no respect and commitment to the
company in which they are working.
Organizations invest a lot on their employees in terms of induction and training,
developing, maintaining and retaining them in their organization. Therefore, managers at all
costs must minimize employee’s attrition. Although, there is no standard framework for
understanding the employees attrition process as whole, a wide range of factors have been
found useful in interpreting employee attrition. Therefore, there is need to develop a fuller
understanding of the employee attrition, more especially, the sources- what determines
employee attrition, effects and strategies that managers can put in place to minimize
attrition. With globalization which is heightening competition, organizations must continue
to develop tangible products and provide services which are based on strategies created by
employees. These employees are extremely crucial to the organisation since their value to
the organization is essentially intangible and not easily replicated. Therefore, managers
must recognize that employees as major contributors to the efficient achievement of the
organization’s success. Managers should control employee attrition for the benefit of the
organization success. The literature on employee attrition is divided into three groupings:
1. Sources Of Employee Attrition
2. Effects Of Attrition and
3. Strategies To Minimize Attrition

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1. Sources Of Employee Attrition
 Job related factors
Most researchers have attempted to answer the question of what determines people's
intention to quit by investigating possible antecedents of employees’ intentions to quit. To
date, there has been little consistency in findings, which is partly due to the diversity of
employed included by the researchers and the lack of consistency in their findings.
Therefore, there are several reasons why people quit from one organisation to another or
why people leave organisation. The experience of job related stress (job stress), the range
factors that lead to job related stress (stressors), lack of commitment in the organisation;
and job dissatisfaction make employees to quit. This clearly indicates that these are
individualdecisions which make one to quit. They are other factors like personal agency
refers to concepts such as a sense of powerlessness, locus of control and personal control.
Locus control refers to the extent to which people believe that the external factors such as
chance and powerful others are in control of the events which influence their lives.It is
believed that employees quit from organization due economic reasons. Using economic
model they showed that people quit from organization due to economic reasons and these
can be used to predict the labour attrition in the market. Good local labour market
conditions improve organizational stability. Large organizations can provide employees
with better chances for advancement and higher wages and hence ensure organizational
attachment. It is argued argues that local unemployment rates interact with job satisfaction
to predict attrition in the market. Role stressors also lead to employees’ attrition. Role
ambiguity refers to the difference between what people expect of us on the job and what we
feel we should do. This causes uncertainty about what our role should be. It can be a result
of misunderstanding what is expected, how to meet the expectations, or the employee
thinking the job should be different. Insufficient information on how to perform the job
adequately, unclear expectations of peers and supervisors, ambiguity of performance
evaluation methods, extensive job pressures, and lack of consensus on job functions or
duties may cause employees to feel less involved and less satisfied with their jobs and
careers, less committed to their organizations, and eventually display a propensity to leave
the organisation.

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 If roles of employees are not clearly spelled out by management/ supervisors, this
would accelerate the degree of employees quitting their jobs due to lack of role clarity.
 Voluntarily vs. Involuntary Attrition
There are some factors that are, in part, beyond the control of management, such as
the death or incapacity of a member of staff. Other factors have been classed as involuntary
attrition in the past such as the need to provide care for children or aged relatives. Today
such factors should not be seen as involuntary attrition as both government regulation and
company policies create the chance for such staff to come back to work, or to continue to
work on a more flexible basis.
 Organizational factors
Organisational instability has been shown to have a high degree of high attrition.
Indications are that employeesare more likely to stay when there is a predictable
workenvironment and vice versa. In organizationswhere there was a high level of
inefficiency therewas also a high level of staff attrition. Therefore, in situations where
organizations arenot stable employees tend to quit and look for stableorganisations because
with stable organisations theywould be able to predict their career advancement.The
imposition of a quantitative approach to managingthe employees led to disenchantment of
staff and henceit leads to labour attrition. Therefore management shouldnot use quantitative
approach in managing its employees.Adopting a cost oriented approach to employment
costsincreases labour. All theseapproaches should be avoided if managers want to
minimizeemployee attrition an increase organisational competitivenessin this environment
of globalization.Employees have a strong need to be informed. Organisationwith strong
communication systems enjoyed lowerattrition of staff. Employees feel comfortableto stay
longer, in positions where they are involvedin some level of the decision-making process.
That is employeesshould fully understand about issues that affecttheir working atmosphere.
But inthe absence openness’ in sharing information, employeeempowerment the chances of
continuity of employeesare minimal.
Costly points out that a highlabour attrition may mean poor personnel policies,
poorrecruitment policies, poor supervisory practices, poor grievanceprocedures, or lack of
motivation. All these factorscontribute to high employee attrition in the sensethat there is

11
no proper management practices and policieson personnel matters hence employees are
notrecruited scientifically, promotions of employees are notbased on spelled out policies,
no grievance procedures inplace and thus employees decides to quit. It is noted that pay and
pay-relatedvariables have a modest effect on attrition. Their analysisalso included studies
that examined the relationshipbetween pay, a person’s performance and attrition. They
concluded that when high performers are insufficiently rewarded, they quit. If jobs provide
adequate financial incentives the more likely employees remain with organization and vice
versa. There are also other factors which make employees to quit from organisations and
these are poor hiring practices, managerial style, lack of recognition, lack of competitive
compensation system in the organisation and toxic workplace environment.

2. Effects Of Employee Attrition

Employee attrition is expensive from the view of the organisation. Voluntary quits
which represents an exodusof human capital investment from organisations and the
subsequent replacement process entailsmanifold costs to the organisations. These
replacementcosts include for example, search of the external labourmarket for a possible
substitute, selection between competingsubstitutes, induction of the chosen substitute,
andformal and informal training of the substitute until he orshe attains performance levels
equivalent to the individualwho quit. Addition to these replacementcosts, output would be
affected to some extend or outputwould be maintained at the cost of overtime payment.The
reason so much attention has been paid to the issueof attrition is because attrition has some
significanteffects on organisations.Many researchers arguethat high attrition rates might
have negative effects onthe profitability of organisations if not managed properly Nearly
twenty years ago the directand indirect cost of a single line employee quitting wasbetween
$ 1400 and $4000.
Attrition has many hiddenor invisible costs and these invisible costsare result of
incoming employees, co-workers closelyassociated with incoming employees, co-workers
closelyassociated with departing employees and position beingfilled while vacant. And all
these affect the profitability ofthe organisation. On the other hand attrition affects
oncustomer service and satisfaction. It is argued argue that attrition include other costs,such
as lost productivity, lost sales, and management’stime, estimate the attrition costs of an

12
hourly employeeto be $3,000 to $10,000 each. This clearly demonstratesthat attrition
affects the profitability of the organization and if it’s not managed properly it would have
the negativeeffect on the profit.Research estimates indicate that hiring and training
areplacement worker for a lost employee costs approximately50 percent of the worker’s
annual salary but the costs do not stop there. Each timean employee leaves the firm, we
presume that productivitydrops due to the learning curve involved in understandingthe job
and the organization. Furthermore, the loss of intellectual capital adds to this cost, since not
only do organizations lose the human capital and relational capital of the departing
employee, but also competitors are potentially gaining these assets. Therefore, if employee
attrition is not managed properly it would affect the organization adversely in terms of
personnel costs and in the long run it would affect its liquidity position. However,
voluntary attrition incurs significant cost, both in terms of direct costs (replacement,
recruitment and selection, temporary staff, management time), and also (and perhaps more
significantly) in terms of indirect costs (morale, pressure on remaining staff, costs of
learning, product/service quality, organisational memory) and the loss of social capital.

3. Strategies To Minimize Employee Attrition

Strategies on how to minimize employee attrition, confronted with problems of
employee attrition, management has several policy options viz. changing (or improving
existing) policies towards recruitment, selection, induction, training, job design and wage
payment. Policy choice, however, must be appropriate to the precise diagnosis of the
problem. Employee attrition attributable to poor selection procedures, for example, is
unlikely to improve were the policy modification to focus exclusively on the induction
process.
Equally, employee attrition attributable to wage rates which produce earnings that
are not competitive with other firms in the local labour market is unlikely to decrease were
the policy adjustment merely to enhance the organization’s provision of on-the-job training
opportunities. Given that there is increase in direct and indirect costs of labour attrition,
therefore, management are frequently exhorted to identify the reasons why people leave
organization’s so that appropriate action is taken by the management. Extensive research
has shown that the following categories of human capital management factors provides a

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core set of measures that senior management can use to increase the effectiveness of their
investment in people and improve overall corporate performance of business:
Employee engagement, the organization’s capacity to engage, retain, and optimize
the value of its employees hinges on how well jobs are designed, how employees' time is
used, and the commitment and support that is shown to employees by the management
would motivate employees to stay in organization’s.
Knowledge accessibility, the extent of the organisation’s “collaborativeness” and its
capacity for making knowledge and ideas widely available to employees, would make
employees to stay in the organisation. Sharing of information should be made at all levels
of management. This accessibility of information would lead to strong performance from
the employees and creating strong corporate culture. Therefore; information accessibility
would make employees feel that they are appreciated for their effort and chances of leaving
the organisation are minimal.
Workforce optimization, the organisation’s success in optimizing the performance
of the employees by establishing essential processes for getting work done, providing good
working conditions, establishing accountability and making good hiring choices would
retain employees in their organisation. The importance of gaining better understanding of
the factors related to recruitment, motivation and retention of employees is further
underscored by rising personnel costs and high rates of employee attrition.

With increased competitiveness on globalizations, managers in many organizations

are experiencing greater pressure from top management to improve recruitment, selection,
training, and retention of good employees and in the long run would encourage employees
to stay in organisations.
Job involvement describes an individual’s ego involvement with work and indicates
the extent to which an individual identifies psychologically with his/her job. Involvement in
terms of internalizing values about the goodness or the importance of work made
employees not to quit their jobs and these involvements are related to task characteristics.
Workers who have a greater variety of tasks tend stay in the job. Task characteristics have
been found to be potential determinants of attrition among employees. These include the

14
five core job characteristics: Skill variety, which refers to the opportunity to utilize a
variety of valued skills and talents on the job; task identity, or the extent to which a job
requires completion of a whole and identifiable piece of work - that is, doing a job from
beginning to end, with visible results; task significance, which reflects the extent to which
the job has a substantial impact on the lives or work of other people, whether within or
outside the organisation; job autonomy, or the extent to which the job provides freedom,
independence, and discretion in scheduling work and determining procedures that the job
provides; and job feedback, which refers to the extent to which the job provides
information about theeffectiveness of one’s performance.Involvement would influence job
satisfaction and increaseorganizational commitment of the employees. Employeeswho are
more involved in their jobs are more satisfiedwith their jobs and more committed to their
organization. Job involvement has alsobeen found to be negatively related to attrition
intentions. Job satisfaction, career satisfaction,and organisational commitment reflect a
positiveattitude towards the organization, thus having a directinfluence on employee
attrition intentions. Job satisfaction,job involvement and organisational commitment
areconsidered to be related but distinguishable attitudes. Satisfaction represents an affective
response to specific aspects of the job or career and denotes the pleasurable or positive
emotional state resulting from an appraisal of one’s job or career. Organisational
commitment is an affective response to the whole organisation and the degree of
attachment or loyalty employees feel towards the organisation.
Job involvement represents the extent to which employees are absorbed in or
preoccupied with their jobs and the extent to which an individual identifies with his/her job.
The degree of commitment and loyalty can be achieved if management they enrich thejobs,
empower and compensate employees properly.Empowerment of employees could help to
enhance thecontinuity of employees in organisations. Empoweredemployees where
managers supervise more people thanin a traditional hierarchy and delegate more decisions
totheir subordinates. Managers act likecoaches and help employees solve problems.
Employees,he concludes, have increased responsibility. Superiorsempowering subordinates
by delegating responsibilitiesto them leads to subordinates who are more satisfiedwith their
leaders and consider them to be fair and inturn to perform up to the superior’s expectations.

15
All these makes employees to becommitted to the organization and chances of quitting
areminimal.

Major Reasons For Employee Attrition:

1. Higher Pay Package in another company
2. Good working Conditions
3. Opportunities for growth in new company
4. Change of Place problem
5. A better Boss in new company
6. Brand Image of the new company

Handling Attrition:
InnovativeHR practices:
 Providing stimulating work environment
 Free transport and free food
 Good rewards and recognition programs
 Recreation clubs, Canteens, Entertain programs, fun activitieswithin the work area
 Good pay and benefits
 Other practices include
- Promotions and salary increase on a regular basis
- Better learning opportunities, Encourage enroll for distancelearning
programs
- Regular holiday packages, gifts, outings etc

How To Curb Attrition?

 Money is not everything
 Vision and objectives
 Treat employees likeCustomers
 Firing
 Consider feedback
 Spend Time Developing and Benchmarking Incentives

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  Subsidize Education andCertification
 Change Locations
 Rotate Employees
 Combat Poaching by EncouragingReferrals
 Spend More TimeRecruiting
 Are Your Employees Satisfied? ± R ETENTION!!!

Factors Leading To A Rise In Attrition And Overcome

Of Increasing Attrition:
 Internal networking of employees must be encouraged to create team spirit across
the organisation. Lack of this kind of approach leads to attrition.
 Performance goals must be defined clearly with updated job description.
Resourceful employees must be encouraged to create an atmosphere of
collaboration and cooperation.
 Professional development is always aimed at future. As Indians are natural learners,
the organisations should take advantage of this trait and help them for overall
development of their professional as well as personal development.
 Managers must try to manage relations with their subordinates at personal level to
get the things done and to enhance productivity of each employee. At the same time,
they have to maintain 'detached attachment' with the employees and not to indulge
in any kind of emotional relationship.
 The Rewards Policy must be transparent and this should be announced across the
organisation to avoid misunderstanding and miscommunication.
 Employees are bound to discuss their salaries with their colleagues. If there is any
inequality among them, then there is an issue for HR.
 Goals are not realistic to explore the latent talent of the individuals and to leverage
their competencies for the benefit of the organisation. This is another potential
problem HR has to face from the employees.

17
  If the succession planning is not in place, then one has to inevitably go for external
talent hunt when there is a need of senior positions to be filled. If they are valued
high, then you will have another issue to resolve.
 You have to communicate monetary benefits to the employees, offered from time to
time. The importance of non-monetary rewards should not be ignored and managers
have to be trained in offering these to employees to enhance their performance
levels.
 People have to be made aware of their career path and how they can grow within the
organisation? People have understand the competencies which they have to acquire
to move ahead in the organisation at various levels.

Reasons For Employees Leaving An Organization:

1. Compensation: If the compensation is not maintained and managed in relation to the
employees KSAs (Knowledge, Skills and Attitude), people may leave without
notice.
2. Management: Employee relations management is most important function, which
has to help the people to concentrate more on their task on hand and to become
result oriented.

CalculatingAttrition Rate
Closing employee Balance of last month = x
Closing employee balance of current month = y
x + y = average head count
Average head count divided by resigned employees of current month X 100 = attrition rate

Managing Attrition
1. Compensation and Management:
Compensation and Management must be managed based on the KSAs (Knowledge,
Skills, Attitude and Experience) of the employees.
2. Create opportunities for employees:

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 The Company has to create growth opportunities for employees to enhance their
learning experience and earning abilities.
3. Engaging employees:
Employees must be engaged on continuous basis and they should not get bored with
their work, which can be managed through internal transfers and training from time to time.
4. Review recruiting practices:
Selection and Recruitment policies must be reviewed to suit the growing needs of
the organization.
5. Technology opportunities:
Leveraging technology to manage the organization and enhancing the technical
expertise of the employees will help organization grow without much problem of attrition.
6. Career Path for employees:
Employee career path must be declared during the recruitment process and should
be explained to the recruited people.
7. Feel Valued in Organization:
Non-financial rewards, a pat on the back in time and celebrating small achievements
with great fan-fare will help employees feel valued in the organization.
8. Contact with Senior Management:
Senior Management should address employees periodically and should make them
feel like a family.
9. Feel Part of the Company's Mission:
The Company's mission must be reiterated from time to time to reinforce the
learning and experience of the people.
10. Attendance :
Policies with regard to attendance must be creative and flexible.
11. Educate employees on their impact:
Educate employees regularly on what kind of impact they are creating on
organization through their contribution.
12. Flexibility:

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 Immediate bosses, middle level managers must be flexible and act as Chief
Happiness Officers to avoid triggers of attrition.

RetentionPractices
Steps for Retention
 Work ethics.
 Environment.
 Communication.
 Supporting Employees.
 Career & Succession planning.
 Compensation.
 Reward management / Recognition.
 Retention bonus.
 Employee Engagement.
 Motivation.

Work ethics:
o Work ethic is a set of values based on the moral virtues of hard work and diligence.
It is also a belief in moral benefit of work and its ability to enhance character. A
work ethic may include being reliable, having initiative or maintaining social skills.
o Workers exhibiting a good work ethic in theory (and ideally in practice) should be
selected for better positions, more responsibility and ultimately promotion.
o Workers who fail to exhibit a good work ethic may be regarded as failing to provide
fair value for the wage the employer is paying them and should not be promoted or
placed in positions of greater responsibility.
Environment:
o It is not about managing retention. It is about managing people. If an organization
manages people well, employee retention will take care of itself. Organizations

20
 should focus on managing the work environment to make better use of the available
human assets.
o People want to work for an organization which provides
o Appreciation for the work done
o Ample opportunities to grow
o A friendly and cooperative environment
o A feeling that the organization is second home to the employee
Organization environment includes: Culture, Values, Company reputation, Quality
of people in the organization, Employee development and career growth, Risk
taking, Leading technologies, Trust.
o Types of environment the employee needs in an organization
o Learning environment.
o Support environment.
o Work environment.
Communication:
o Communication is the solution to almost everything in this world. Same applies to
employee retention also.
o Straight-from-the-shoulder communication is what the employees need from their
employers. Employees look for organizations where communication and process are
transparent. Nothing is hidden and shared with the employees.
o Communication is also the way to win the employees trust in the organization.
Employees trust the employers who are friendly and open to them. This trust leads
to employee loyalty and finally retention. Employers also feel that the immediate
supervisors are the most authenticated and trusted source of information for them.
So the organizations should hire managers who are active communicators.
Communication mediums:
o Open door policy: Organizations should support open door policies so that the
employees feel comfortable and are able to express their doubts and feeling to their
employers.
o Frequent meetings and Social gatherings

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 o Emails, Newsletters, Intranet and many more
So there should be effective communication across the organization and this
communication should be two-way. Communication alone can lead to unimaginable
heights of employee retention.
Supporting employees:
o Organizations these days want to protect their biggest and most valuable asset and
they want to do this in a way that best suits their organizational culture. Retaining
employees is a difficult task. Providing support to the employees acts as a mantra
for retraining them. Employers can also support their employees by creating an
environment of trust and inculcating the organizational values into employees.
o The management can support employees directly or indirectly. Directly, they
provide support in terms of personal crises, managing stress and personal
development.
o Management can support employees, indirectly, in a number of ways as follows:
 Manage employee attrition.
 Become employer of choice.
 Engage the new recruits.
 Optimize employee engagement.
 Coaching and mentoring.
Career & Succession planning:
o Career development and succession planning go hand in hand. When they are linked
to the organization's vision, employees can align their personal aspirations to the
organization's current and future needs, creating a mutually beneficial environment.
o Career development and succession planning synergy creates happier and more
productive employees in a growth-oriented company. The organization experiences
positive bottom-line results while preparing for future business needs based on
mutual corporate and individual growth. The ongoing business strategy incorporates
retention and succession planning as part of the systemic structure. Internal career
development, training initiatives, mentoring, coaching, evaluations, annual reviews,
and orientation programs are meaningfully connected to organizational goals. The

22
 result is a workable process that consistently addresses the corporate requirements
for finding, keeping, and placing talent in key positions as needed.
Compensation:
o Compensation constitutes the largest part of the employee retention process. The
employees always have high expectations regarding their compensation packages.
Compensation packages vary from industry to industry. So an attractive
compensation package plays a critical role in retaining the employees.
o While setting up the packages, the following components should be kept in mind:

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Reward management / Recognition:
o Employee recognition is not just a nice thing to do for people. Employee
recognition is a communication tool that reinforces and rewards the most important
outcomes people create for your business. When you recognize people effectively,
you reinforce, with your chosen means of recognition, the actions and behaviors you
most want to see people repeat. An effective employee recognition system is simple,
immediate, and powerfully reinforcing.
Retention bonus:
o Retention bonus is an important tool towards retaining employees.
o Retention bonus may be defined as an incentive paid to employees to retain them
through a critical business cycle.
Employee Engagement:
o Employees may have hidden talent and potential to make higher contributions that
can surprise their leaders. However, all employees may not willingly put the extra
effort to accrue more benefits to the organization. Only some employees tend to
love their organizations so much that they are willing to expend greater effort
beyond their call of duty so that the organization benefits. Such emotional
connection with the organization/profession is called ‘engagement’ and such
employees are termed as more engaged employees.
Motivation:
o To motivate and retain talent, managers must take the following steps:
 Appreciate workers for their individual strengths.
 Treat workers as they would like to be treated themselves.
 Remember to listen for feelings as well as facts – and then do something about
them.
 Punish those who do not do their fair share of work.
 Challenge workers.
 Coach workers.
 Involve and engage workers in decisions affecting them.
 Reward or recognize high performers.

24
  Say “thank you”.
 Resolve work group conflicts when necessary.

Five Strategies for Retaining Employees

Retaining employees and developing a stable work force involves a two-step
process understanding why employees leave in the first place, and developing and
implementing strategies to get them to stay.
Employees leave jobs for five main reasons:
 Poor working conditions
 Lack of appreciation
 Lack of support
 Lack of opportunity for advancement
 Inadequate compensation
Overcoming these reasons requires the implementation of five distinct categories of
retention strategies:
 Environmental strategies create and maintain a workplace that attracts, retains and
nourishes good people.
 Relationship strategies focus on how you treat your people and how they treat each
other.
 Support strategies involve giving people the tools, equipment and information to get
the job done.
 Growth strategies deal with personal and professional growth.
 Compensation strategies cover the broad spectrum of total compensation, not just
base pay and salary.

25
CHAPTER III

THE ORGANISATION

 COMPANY PROFILE
 INDUSTRY PROFILE

26
TAASHEELINUX SERVICES PVT LTD
TaasheeLinux Servicesincorporated as Private Limited company hasestablished itself as
one of the ‘Premier Investment Consultancy Firms’, known for making investing simpler,
more understandable and profitable for the investors. The company directly and through its
affiliate programs offers a wide range of products & services viz: Equity, Derivatives,
Currency Futures, Commodities Trading, IPO's, Mutual Funds, Insurance, Real Estate,
Portfolio Management Services & Depository Services all under one roof, for the
convenience and benefit of its customers.

Equities
Taashee offers you the best ‘3-IN-1’ online trading accounts from different online trading
firms, blending the best of technology with traditional broking. Taashee offers Equity
Trading through its business partner TaasheeLinux Services Ltd. TaasheeLinux Services
provided the prospect of researched investing to its clients, which was hitherto restricted
only to the institutions. Research for the retail investor did not exist prior to TaasheeLinux
Services.

Mutual Funds
Taashee has a dedicated team of research analysts specializing in mutual funds. This is a
unique feature not found in many other firms. The team comprises analysts from different
fields such as economics, statistics and finance among others. This diverse background
helps us to analyze funds and performance on a variety of parameters both conventional as
well as unconventional. We have developed a proprietary ranking of mutual funds which is
a combination of quantitative and qualitative factors. The team is equipped to serve both
institutional and retail clients. Our research includes independent objective analysis as well
as interactions with fund managers and asset management companies.

Commodities
Taashee has a dedicated team of analysts specializing in commodities and commodities
trading. The team comprises analysts from different fields such as economics, agriculture

27
science, statistics, and finance among others. This diverse manpower mix helps us to do a
multi perspective analysis of all commodities and filter the information as per the duration
of the trading call. The team is equipped to serve both institutional and retail clients. Our
research, well recognized in the industry is based on primary surveys, interactions with
physical markets players, fundamental, derivatives, technical and statistical analysis, giving
it a sense of completeness.

Analysts have access to the latest market data, charts, market intelligence etc. constantly
analyzing the data to facilitate your trading decisions. Our research is aimed not only at the
long-term traders & investors, but also caters to the needs of short term / intra day traders.
The research calls are disseminated to clients through SMS Alerts, RM calls and email.

Real Estate
Taashee brings together a range of services under a single roof.
 New Projects aggregated across builders and pass our stringent project and builder
selection criteria and could be Commercial, Industrial or Residential properties.
 Facilities Management for Commercial and Residential Complexes for
housekeeping, building management and office support solutions.
 Finance for Commercial and Residential Properties that call for specialist expertise.
 Property Insurance Advisory on the right Insurance solutions.

Investment Research
Taashee offers the most comprehensive deal coverage that covers India’s investment eco-
system. Taashee offers information and reports on M&A, Project Financing, Initial Public
Offerings, Private Placements, Private Equity and Venture Capital transactions including
transaction terms, structures, deal amounts and valuations. It also contains entity
information on all companies involved in these transactions including target companies,

28
investors and advisors. The hosted platform provides information on demand and helps
reduce research time, allowing users to spend more time on analysis.
Taashee uses advanced web tools to provide information in an intuitive and user-friendly
format. Taashee also provides information in spreadsheet & pdf formats to make life of a
financial researcher easy. Taashee is supported by a team of highly skilled analysts and
journalists who understand the information needs of clients. Users associated with private
equity, venture capital, investment banking, corporate law, finance and consulting or
anyone else with an interest in the Indian deal landscape will find Taashee as an
indispensable resource.

Corporate Information:
TaasheeLinux Services was formed as a partnership firm in 2007 and later
incorporated a private limited company in 2010. The company has around 120
employees. Its corporate office is located in Hyderabad, while the company also
marketing teams in US and UK. TaasheeLinux Services is a fully integrated
management services company’ that employs the most advanced and prudent principles
for its working.
Vision
TaasheeLinux Services' Vision is to build brand Value by innovating to deliver consumer
value and customer leadership faster, better and more completely than our competition.
This Vision is supported by two fundamental principles that provide the foundation for all
of our activities: Organizational Excellence and Core Values.
Attaining this Vision requires superior and continually improving performance in every
area and at every level of the organization.Taashee's performance will be guided by a clear
and concise strategic statement for each business unit and by an ongoing Quest for
Excellence within all operational and staff functions.This Quest for Excellence requires
hiring, developing and retaining a diverse workforce of the highest caliber. To support this
Quest, each function employs metrics to define, and implements processes to achieve,
world-class status.

29
Mission
The mission of TaasheeLinux Services is to provide results-oriented advertising, public
relations, and marketing designed to meet our client's objectives by providing strong
marketing concepts and excelling at customer service. We seek to establish a long lasting
partnership with our clients. We desire to measure success for our clients through
awareness, increased service, or other criteria mutually agreed upon between the agency
and the clients. We are committed to maintaining a rewarding environment in which we can
accomplish our mission.

Management Team
TaasheeLinux Services was founded by Manoj Garg. Taashee believes in successfully
delivering value for its customers, partners and shareholders by way of superior products,
services and timely execution.

Manoj Garg
An MBA Graduate & Financial Research Expert over 12 years of proven skill-sets in
leading Research & Financial services companies and currently pioneering his
entrepreneurial venture TaasheeLinux Services. His areas of expertise include Initial Public
Offerings, Mergers & Acquisitions, Private Equity and Venture Capital.

Mr. Garg is competent in leading functional teams by effectively mentoring and guiding
individual members, recruiting personnel, and training new recruits for successfully
developing new products. A committed financial expert desirous of assuming wider &
more challenging roles for spearheading organizational growth & profitability by utilizing
vast domain knowledge & functional abilities.
His other areas of business interest include web site designing, knowledge dissemination
through web portals, internet and digital marketing, and content development services. Mr.
Garg joined as Research Associate with CapitalIQ in the year 2000 and gradually moved on
to work for leading research companies including Factset Research Systems, R.R.
Donnelley & Sons Company and GlobalData.
Vamshi B

30
An MCA graduate and co-promoter of TaasheeLinux Services, Mr. Vamshi is efficient in
providing guidance and quality technology services to the organization.
Mr. Vamshi is based out in U.S from where he leads the marketing efforts of the
organization. His 10 years stint in the industry and his association with major companies
has offered him complex challenges which he handled efficiently.

31
INDUSTRY PROFILE:
Financial Markets:
Finance is the pre-requisite for modern business and financial institutions play a
vital role in the economic system. It is through financial markets and institutions that the
financial system of an economy works. Financial markets refer to the institutional
arrangements for dealing in financial assets and credit instruments of different types such as
currency, cheques, bank deposits, bills, bonds, equities, etc.
Financial market is a broad term describing any marketplace where buyers and
sellers participate in the trade of assets such as equities, bonds, currencies and derivatives.
They are typically defined by having transparent pricing, basic regulations on trading, costs
and fees and market forces determining the prices of securities that trade.
Generally, there is no specific place or location to indicate a financial market.
Wherever a financial transaction takes place, it is deemed to have taken place in the
financial market. Hence financial markets are pervasive in nature since financial
transactions are themselves very pervasive throughout the economic system. For instance,
issue of equity shares, granting of loan by term lending institutions, deposit of money into a
bank, purchase of debentures, sale of shares and so on.
In a nutshell, financial markets are the credit markets catering to the various needs
of the individuals, firms and institutions by facilitating buying and selling of financial
assets, claims and services.

32
Classification of Financial Markets:

Capital Market:
The capital market is a market for financial assets which have a long or indefinite
maturity. Generally, it deals with long term securities which have a period of above one
year. In the widest sense, it consists of a series of channels through which the savings of the
community are made available for industrial and commercial enterprises and public
authorities. As a whole, capital market facilitates raising of capital.
The major functions performed by a capital market are:
1. Mobilization of financial resources on a nation-wide scale.
2. Securing the foreign capital and know-how to fill up deficit in the required
resources for economic growth at a faster rate.
3. Effective allocation of the mobilized financial resources, by directing the same to
projects yielding highest yield or to the projects needed to promote balanced
economic development.
Capital market consists of primary market and secondary market.
Primary market:
Primary market is a market for new issues or new financial claims. Hence it is also
called as New Issue Market. It basically deals with those securities which are issued to the
public for the first time. The market, therefore, makes available a new block of securities
for public subscription. In other words, it deals with raising of fresh capital by companies
either for cash or for consideration other than cash. The best example could be Initial Public
Offering (IPO) where a firm offers shares to the public for the first time.

Secondary market:
Secondary market is a market where existing securities are traded. In other words,
securities which have already passed through new issue market are traded in this market.
Generally, such securities are quoted in the stock exchange and it provides a continuous

33
and regular market for buying and selling of securities. This market consists of all stock
exchanges recognized by the government of India.
Money Market:
Money marketsare the markets for short-term, highly liquid debt securities. Money
market securities are generally very safe investments which return relatively low interest
rate that is most appropriate for temporary cash storage or short term time needs. It consists
of a number of sub-markets which collectively constitute the money market namely call
money market, commercial bills market, acceptance market, and Treasury bill market.
Derivatives Market:
The derivatives market is the financial market for derivatives, financial instruments
like futures contracts or options, which are derived from other forms of assets. A derivative
is a security whose price is dependent upon or derived from one or more underlying
assets. The derivative itself is merely a contract between two or more parties. Its value is
determined by fluctuations in the underlying asset. The most common underlying assets
include stocks, bonds, commodities, currencies, interest rates and market indexes. The
important financial derivatives are the following:
 Forwards: Forwards are the oldest of all the derivatives. A forward contract refers
to an agreement between two parties to exchange an agreed quantity of an asset for
cash at a certain date in future at a predetermined price specified in that agreement.
The promised asset may be currency, commodity, instrument etc.
 Futures: Future contract is very similar to a forward contract in all respects
excepting the fact that it is completely a standardized one. It is nothing but a
standardized forward contract which is legally enforceable and always traded on an
organized exchange.
 Options: A financial derivative that represents a contract sold by one party (option
writer) to another party (option holder). The contract offers the buyer the right, but
not the obligation, to buy (call) or sell (put) a security or other financial asset at an
agreed-upon price (the strike price) during a certain period of time or on a specific
date (exercise date). Call options give the option to buy at certain price, so the buyer

34
 would want the stock to go up. Put options give the option to sell at a certain price,
so the buyer would want the stock to go down.
 Swaps: It is yet another exciting trading instrument. Infact, it is the combination of
forwards by two counterparties. It is arranged to reap the benefits arising from the
fluctuations in the market – either currency market or interest rate market or any
other market for that matter.

Foreign Exchange Market:

It is a market in which participants are able to buy, sell, exchange and speculate on
currencies. Foreign exchange markets are made up of banks, commercial companies,
central banks, investment management firms, hedge funds, and retail forex brokers and
investors. The Forex market is considered to be the largest financial market in the world. It
is a worldwide decentralized over-the-counter financial market for the trading of currencies.
Because the currency markets are large and liquid, they are believed to be the most efficient
financial markets. It is important to realize that the foreign exchange market is not a
single exchange, but is constructed of a global network of computers that connects
participants from all parts of the world.

Commodities Market:
It is a physical or virtual marketplace for buying, selling and trading raw or primary
products. For investors' purposes there are currently about 50 major commodity markets
worldwide that facilitate investment trade in nearly 100 primary
commodities. Commodities are split into two types: hard and soft commodities. Hard
commodities are typically natural resources that must be mined or extracted (gold, rubber,
oil, etc.), whereas soft commodities are agricultural products or livestock (corn, wheat,
coffee, sugar, soybeans, pork, etc.)

35
Indian Financial Markets:
India Financial market is one of the oldest in the world and is considered to be the
fastest growing and best among all the markets of the emerging economies.
The history of Indian capital markets dates back 200 years toward the end of the
18th century when India was under the rule of the East India Company. The development
of the capital market in India concentrated around Mumbai where no less than 200 to 250
securities brokers were active during the second half of the 19th century.
The financial market in India today is more developed than many other sectors
because it was organized long before with the securities exchanges of Mumbai, Ahmadabad
and Kolkata were established as early as the 19th century.
By the early 1960s the total number of securities exchanges in India rose to eight,
including Mumbai, Ahmadabad and Kolkata apart from Madras, Kanpur, Delhi, Bangalore
and Pune. Today there are 21 regional securities exchanges in India in addition to the
centralized NSE (National Stock Exchange) and OTCEI (Over the Counter Exchange of
India).
However the stock markets in India remained stagnant due to stringent controls on
the market economy that allowed only a handful of monopolies to dominate their respective
sectors. The corporate sector wasn't allowed into many industry segments, which were
dominated by the state controlled public sector resulting in stagnation of the economy right
up to the early 1990s. Thereafter when the Indian economy began liberalizing and the
controls began to be dismantled or eased out; the securities markets witnessed a flurry of
IPO’s that were launched. This resulted in many new companies across different industry
segments to come up with newer products and services.
A remarkable feature of the growth of the Indian economy in recent years has been
the role played by its securities markets in assisting and fuelling that growth with money
rose within the economy. This was in marked contrast to the initial phase of growth in
many of the fast growing economies of East Asia that witnessed huge doses of FDI
(Foreign Direct Investment) spurring growth in their initial days of market decontrol.
During this phase in India much of the organized sector has been affected by high growth
as the financial markets played an all-inclusive role in sustaining financial resource

36
mobilization. Many PSUs (Public Sector Undertakings) that decided to offload part of their
equity were also helped by the well-organized securities market in India.
The launch of the NSE (National Stock Exchange) and the OTCEI (Over the
Counter Exchange of India) during the mid 1990s by the government of India was meant to
usher in an easier and more transparent form of trading in securities. The NSE was
conceived as the market for trading in the securities of companies from the large-scale
sector and the OTCEI for those from the small-scale sector. While the NSE has not just
done well to grow and evolve into the virtual backbone of capital markets in India the
OTCEI struggled and is yet to show any sign of growth and development. The integration
of IT into the capital market infrastructure has been particularly smooth in India due to the
country’s world class IT industry. This has pushed up the operational efficiency of the
Indian stock market to global standards and as a result the country has been able to
capitalize on its high growth and attract foreign capital like never before.
The regulating authority for capital markets in India is the SEBI (Securities and
Exchange Board of India). SEBI came into prominence in the 1990s after the capital
markets experienced some turbulence. It had to take drastic measures to plug many
loopholes that were exploited by certain market forces to advance their vested interests.
After this initial phase of struggle SEBI has grown in strength as the regulator of India’s
capital markets and as one of the country’s most important institutions.

37
CHAPTER IV
DATA ANALYSIS AND INTERPRETATIONS

38
1. Age of the Respondent

Table 1: Respondent’s Age

S.No. Age No. of Respondents Percentage (%)

1 <=24 8 16%
2 25-28 18 36%
3 29-32 22 44%
4 >33 2 4%
Total 50 100%
Source: Primary Data

Figure 1: Respondent’s Age

Age Of Respondents
25
22

20 18
No. of Respondents

15

10 8

5
2

0
<=24 25-28 29-32 >33
Age

Source: Primary Data

Interpretation
The above graph illustrates that majority of the respondents i.e. people are in the age group of
29-32 years. Eight respondents in the survey are less than or equal to 24; 18 persons are in the
age between 25-28 years; and only 2 persons are aged about 33 years.

39
2. How Much Similar or Related Experience is required
to      Perform this Job?
Table 2: Relevant Experience Required To Perform A Job

S.No. Years No. of Respondents Percentage (%)

1 0-1 Years 30 60%
2 2-3 Years 14 28%
3 4-5 Years 3 6%
4 5 Years & Above 3 6%
Total 50 100%
Source: Primary Data

Figure 2: Relevant Experience Required To Perform A Job

Edlogix, Relevant Experience Required To Perform A Job

32 30

28
No. of Respondents

24
20
16 14
12
8
3 3
4
0
0-1 Years 2-3 Years 4-5 Years 5 Years & Above

Source: Primary Data

Interpretation
The above graph illustrates that 60% of respondents feel that there should be a 0-1 years
experience for performing a job in Taashee. 14 employees,representing 28%, felt that there
should be a relevant experience of 2-3 years for performing a job.

40
 3. Reasons To Leave The Company
Table 3: Reasons To Leave The Company

S.No. Reasons No. of Percentage (%)

Respondents
1 Personal reasons 4 8%
2 Compensation 12 24%
3 Better career opportunities within the industry 6 12%
4 Better career opportunities outside the industry4 8%
5 Inadequate recognition and reward 10 20%
6 Absence of good relationship with manager 2 4%
7 Stress at work 6 12%
7 Work culture 1 2%
8 Feeling lost in the organization 1 2%
Inadequate reward & Inadequate performance
9
ratings 4 8%
10 Personal reasons 4 8%
Total 50 100%
Source: Primary Data

41
 Figure 3: Reasons To Leave The Company

Inadequate reward & Inadequate performance ratings 4

Feeling lost in the organization 1

Work culture 1

Stress at work 6

Absence of good relationship with manager 2

Inadequate recognition and reward 10

Better career opportunities outside the industry 4

Better career opportunities within the industry 6

Compensation 12

Personal reasons 4

0 2 4 6 8 10 12 14

Source: Primary Data

Interpretation
From the above graph, it can be seen that 24% of the people said that they left Taashee due to
compensation reasons.
The top 3 reasons as stated by people for leaving are:
1. Stress at work
2. Compensation & Better career opportunities within the Industry
3. Absence of good relationship with manager

42
4. Pursuing Higher Studies
Table 4: Pursuing Higher Studies

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree 10 20%
2 Agree 2 4%
3 Disagree 1 2%
4 Strongly Disagree 2 4%
5 Not Required 35 70%
Total 50 100%
Source: Primary Data

Figure 4: Pursuing Higher Studies

Pursuing Higher Studies

40
35
No. of Respondents

30

20

10
10
2 1 2
0
Strongly Agree Agree Disagree Strongly Not Required
Disagree

Source: Primary Data

Interpretation
The above graph depicts that 20% of the total respondents said that they strongly agree for
pursuing higher studies is one of the reasons to leave the company and 4% of the
respondents strongly disagree with this reason.

43
5. Higher Cash in Hand (Monthly Take Home)
Table 5: Higher Cash in Hand (Monthly Take Home)

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree 1 2%
2 Agree 1 2%
3 Disagree 15 30%
4 Strongly Disagree 33 66%
Total 50 100%
Source: Primary Data

Figure 5: Higher Cash in Hand (Monthly Take Home)

35 33

28
N o. of Respondents

21
15
14

7
1 1
0
Strongly Agree Agree Disagree Strongly Disagree
Attributes

Source: Primary Data

Interpretation
The above graph indicates that 66% of the respondents strongly disagree that higher cash in
hand is not the reasons for them to leaveTaashee.

44
6. Competition With Peers
Table 6: Competition With Peers

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree 5 10%
2 Agree 32 64%
3 Disagree 8 16%
4 Strongly Disagree 5 10%
Total 50 100%
Source: Primary Data

Figure 6:Competition With Peers

15

12

10
No. of Respondents

10

7
6

0
Strongly Agree Agree Disagree Strongly Disagree

Source: Primary Data

Interpretation
Of the 50 sample chosen, 64% of the respondents opined thatTaashee’s competition with peers
is one of the reasons for the employees to leave the company. Good pay packages and extra
benefits provided by its competitors are some of the factors for them leave the company.

45
7. Is the Workload Not Distributed Equally?
Table 7: Non Distribution Of Workload Equally

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree 10 20%
2 Agree 32 64%
3 Disagree 5 10%
4 Strongly Disagree 3 6%
Total 50 100%
Source: Primary Data

Figure 7:Non Distribution Of Workload Equally

35 32

28
No. of Respondents

21

14
10

7 5
3

0
Strongly Agree Agree Disagree Strongly Disagree

Source: Primary Data

Interpretation
The above graph illustrates that majority of the employees (64%) are thinking that non-equal
distribution of workload is the factor for leaving Taashee. Only 6% of the respondents strongly
disagreed against this.

46
8. What were your Expectations when you first Joined
the Organization?
Table 8: Employee’s Expectations On The Organization’s Performance

S.No. Option No. of Respondents Percentage (%)

1 Very High 30 86%
2 High 15 43%
3 Low 3 9%
4 Very Low 2 6%
Total 50 100%
Source: Primary Data

Figure 8: Employee’s Expectations On The Organization’s Performance

Employee’s Expectations On The Organization’s Performance

32 30
No. of Respondents

24

15
16

8
3 2

0
Very High High Low Very Low

Source: Primary Data

Interpretation
The above graph indicates that 86% of the respondents are having high expectations regarding
the company’s performance, while only 6% of the people have very low expectations on the
company.

47
9. Were these Expectations met?
Table 9: Employees Comments On Their Expectations On Company

S.No. Option No. of Respondents Percentage (%)

1 Yes 18 51%
2 No 22 63%
3 To Some Extent 10 29%
Total 50 100%
Source: Primary Data

Figure 2: Employees Comments On Their Expectations On Company

To Some Extent, 10

Yes , 18

No, 22

Source: Primary Data

Interpretation
The above graph indicates that 63% of respondents, representing 22 people, said that their
expectations were not met, while 29% of the people said that their expectations were met to an
extent with regard to Taashee.

48
10. What negative situations did you experience while
working for the organization?

Table 2: Employees Experience In The Organization Towards Work Culture

S.No. Option No. of Respondents Percentage (%)

1 Lack Of Facilities 10 20%
2 No Timely Rewards 15 30%
3 No Extra Benefits 10 20%
3 Not Related 15 30%
Total 50 100%
Source: Primary Data

Figure 3: Employees Experience In The Organization Towards Work Culture

16 15 15
No. of Respondents

12 10
10

0
Lack Of Facilities No Timely No Extra Benefits Not Related
Rewards

Source: Primary Data

Interpretation
The above graph indicates that 30% of respondents, representing 15 people, said that timely
rewards was one of the major negative situtaion they experienced while working in the
organization, while 10 people said that there are not extra benefits provided by the company to
its employees when compared to its competitors.

49
11. Equitable work is rewarded equitably

Table 3: Equitable work is rewarded equitably

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree
10 20
2 Agree
23 46
3 Neutral
16 32
4 Disagree
0 0
5 Strongly Disagree
1 2
Total 50 100%
Source: Primary Data

Figure 4: Equitable work is rewarded equitably

40
N o. of R es pondents

30
23

20 16

10
10

0 1
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Source: Primary Data

Interpretation
Majority of the employees strongly agree or agree that Equitable work is rewarded equitably.

50
12. The employees with positive attitude, irrespective of
their technical skills andknowledge stay for longtime in
the organization
Table 4: Employees with positive attitude stay for longtime in the organization

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree
10 20
2 Agree
25 50
3 Neutral
7 14
4 Disagree
5 10
5 Strongly Disagree
3 6
Total 50 100%
Source: Primary Data

Figure 5: Employees with positive attitude stay for longtime in the organization

40
N o. of R es pondents

30
25

20

10
10 7
5
3

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Source: Primary Data

Interpretation
Employees with positive attitude, irrespective of their technical skills and knowledge stay for
long time in the organization. From the collected information, it is observed that 70% of
respondents agreeing, 14% are neutral and remaining 16% of respondents disagreeing the above
statement.

51
 13 .Training is done at all levels on a continuous and
ongoing basis
Table 5: Training is done at all levels on a continuous and ongoing basis
S.No. Option No. of Respondents Percentage (%)
1 Strongly Agree
20 40
2 Agree
27 54
3 Neutral
2 4
4 Disagree
1 2
5 Strongly Disagree
0 0
Total 50 100%
Source: Primary Data

Figure 6: Training is done at all levels on a continuous and ongoing basis

40
N o. of R es pondents

30 27

20
20

10
2 1 0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Source: Primary Data

Interpretation
Moving ahead is good for the employees and organization. So, the organizations should
provide training and retaining at all levels on a continuous and ongoing basis to increase
employees staying with the organization. From the collected information, it is observed that
94% of respondents agreeing, 4% are neutral and remaining 2% of respondents disagreeing
the above statement.

52
 14.Employees with important roles are recognized and
supported outside the work place?

Table 6: Work Life Balance

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree
15 30
2 Agree
15 30
3 Neutral
12 24
4 Disagree
8 16
5 Strongly Disagree
0 0
Total 50 100%
Source: Primary Data

Figure 7: Work Life Balance

40
N o. of R es pondents

30

20
15 15
12
10 8

0
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Source: Primary Data

Interpretation
If the organization provides a work place in which employees can effectively balance the
requirements of work and their personal lives, retention will decrease. From the collected
information, it is observed that 60% of respondents agreeing, 24% are neutral, 16% of disagree
with the above statement.

53
 15.Organization offer employees with variety of
challenging assignments

Table 7: Organization offer employees with variety of challenging assignments

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree
10 20
2 Agree
26 52
3 Neutral
8 16
4 Disagree
2 4
5 Strongly Disagree
4 8
Total 50 100%
Source: Primary Data

Figure 8: Organization offer employees with variety of challenging assignments

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No. of Respondents

30 26

20

10
10 8
4
2
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Source: Primary Data

Interpretation
Most employees enjoy a challenge. They feel that the organization entrusted them with bigger
responsibilities. From the collected information, it is observed that 72% of respondents
agreeing, 16% are neutral and remaining 12% of respondents disagreeing the above statement.

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 16.Management generates the data for career and
succession planning:
Table 8: Management generates the data for career and succession planning

S.No. Option No. of Respondents Percentage (%)

1 Strongly Agree
9 18
2 Agree
25 50
3 Neutral
10 20
4 Disagree
3 6
5 Strongly Disagree
3 6
Total 50 100%
Source: Primary Data

Figure 9: Management generates the data for career and succession planning

40
No. of Respondents

30
25

20

9 10
10
3 3

0
Strongly Agree Agree Neutral Disagree Strongly
Disagree

Source: Primary Data

Interpretation
The management should give the employees the support to succeed in their career. From the
collected information, it is observed that 68% of respondents agreeing, 20% are neutral and
remaining 12% of respondents disagreeing the above statement.

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CHAPTER V
FINDINGS & SUGGESTIONS

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FINDINGS
 People working in the organization are in the age group of 29-32 years. Eight
respondents in the survey are less than or equal to 24; 18 persons are in the age
between 25-28 years; and only 2 persons are aged about 33 years
 60% of respondents feel that there should be a 0-1 years experience for performing
a job in Taashee. 14 employees, representing 28%, felt that there should be a
relevant experience of 2-3 years for performing a job
 24% of the people said that they left Taashee due to compensation reasons.
The top 3 reasons as stated by people for leaving are:
1. Stress at work
2. Compensation & Better career opportunities within the Industry
3. Absence of good relationship with manager
 20% of the total respondents said that they strongly agree for pursuing higher
studies is one of the reasons to leave the company
 66% of the respondents strongly disagree that higher cash in hand is not the reasons
for them to leave Taashee
 64% are thinking that non-equal distribution of workload is the factor for leaving
Taashee
 86% of the respondents are having high expectations regarding the company’s
performance
 63% of respondents, representing 22 people, said that their expectations were not
met
 Majority of the employees strongly agree or agree that Equitable work is rewarded
equitably.
 Employees with positive attitude, irrespective of their technical skills and
knowledge stay for long time in the organization.
 Moving ahead is good for the employees and organization. So, the organizations
should provide training and retaining at all levels on a continuous and ongoing basis
to increase employees staying with the organization.

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 If the organization provides a work place in which employees can effectively
balance the requirements of work and their personal lives, retention will decrease.
 Most employees enjoy a challenge. They feel that the organization entrusted them
with bigger responsibilities.
 The management should give the employees the support to succeed in their career.

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  SUGGESTIONS
1. Increased responsibility: Most of the employees enjoy working with
higher responsibility and minimum of supervision. Greater/ Increased responsibility
tells employees that the organization trusts them to act independently by providing
employee value learning opportunities. So, I suggest the organization to give
employees as long a leash as they can handle through job rotation, meaningful
assignments, to utilize their skill variety. Also, it is suggested to consider the
following guidelines in increasing responsibility, especially with production
department employees:
 Clarify the assignments in terms of providing information, result
expectations, time and performance expectations
 Establish feedback channels to monitor the employees’ progress and
improvements.

2. Equitable compensation: The organization can achieve greater

compensation equity with,
 Fair appraisal reviews,
 Equitable ratios of inputs(effort, skill, education) to outputs(various
rewards),
 Exclusion of politics in compensation decisions,
 And communication of compensation procedures.
So, it is strongly recommend to the organization to follow fair appraisal reviews, with
exclusion of politics, in compensation decisions.

1. Pay incentives and performance based

compensation: The employees are reinforced positively by offering pay
incentives and performance based compensation .The organization should offer pay

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 incentives, performance based compensation and benefits that are valued by
employees. Like,

 Pay hot skills premiums to employees with crucial, rare expertise. Stop
premiumswhen the skills become less important to the business.
 Pay bonuses is stages such as ESOPs(Employee Stock Option Plans)
 Pay group incentives to the employees based on group achievements.

4. Transparent system: Retention of employees depends more on fair and

competitive compensation. So, the organization‘s compensation package must be fair,
transparent. It is suggested to the organization to consider the going rate approach in the
industry i.e., comparison of salaries of employees by conducting survey.

5. Selection procedure: Organization must hire people who are suited to their
job and make sure that they understand what they are getting into (both in terms of the
culture of the company and specifics of their job descriptions). This is possible through,
 Effective Employee orientation program, that makes the employees feel
welcomed and part of the good.
 Realistic job previews, which attempts to show applicants what the actual
job is going to be.

6. Training & retraining: Empowering employees through training and

facilitating individual growth and developments can increase emotional attachments of
employees to the organization .So; the organization should give empowerment in the
form of need based training, trust and job enrichment on a continuous basis.

7. Career advancement and growth: The employees in the organization

seem concerned at career growth .Career is the long term opportunities for development
and advancement in the organization. So it is suggested, to support career advancement

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 and growth through training experiences, work assignments, and mentoring
relationships that move employees ahead in their vocations or careers.

8. Feedback: Employees are grateful for constructive feedback, which shows

improvement in their progress.Appropriate, specific, descriptive and timely feedback
should be offered to facilitate improvements, bring about clarity in roles and
expectations, and assess that need to be improved.

9. Flextime: There must be flexibility in working hours as per employees’ on-site

schedules in the organization. For this, the organization must make sure that employees
understand business priorities and encourage them to be clear about their personal
priorities .In the sense that the work of the organization must get done, and work-life
balance should not be an excuse for letting it slide.

GENERAL SUGGESTION:
10. Exit interviews: Conduct exit interviews with departing employees, either
through questionnaire collection or directly. These information provide information on
feedback about the firm, it operations, the root causes of turnover. The responses
gathered through exit interviews can help to build a solid strategy for improved
retention.

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CONCLUSION

Attrition means “A reduction in the number of employees through retirement,

resignation or death" employees would love their jobs, like their coworkers, work hard for
their employers, get paid well for their work, have ample chances for advancement, and
flexible schedules so they could attend to personal or family needs when necessary. And
never leave, Attrition levels vary very considerably from industry to industry. The highest
levels of turnover are found in private sector organizations
The current situation of Taashee’s various reasons reveals why employees leave
their job.Most of the employee at Taashee left due to dissatisfaction in getting timely
rewards, salary package, and personal reasons, such as marriage and family situations.
The organization found more than moderate levels of attrition with growing
opportunity and trends in the IT sector. Benefits at various levels should be provided based
on performance, skill and contribution to the organization.
Taashee can make considerable improvement in term of salary package, benefits
and motivation programs, and regular meetings with employees will help to increase
employee commitment and reduce attrition inTaashee.

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BIBLIOGRAPHY
Books
1. Aswathappa, Human Resource and Personal Management, Tata McGraw Hill.
2. Gery Desseler, Human Resource Management, Prentice Hall.
3. T. V. Rao, Appraising & Developing Managerial Performance.
4. Wayne F. Cascio & Herman Aguinis Applied Psychology in HRM, Prentice Hall of
India.
5. V.K.Sarma, HRM: Evolution & the Challenges Ahead, Viva Books Pvt. Ltd.
6. VSP Rao, HRM: Text & Cases, Anurag Jain for Excel Books.
7. Robert L. Cardy, Performance Management, Prentice Hall of India.
8. Michael Armstrong, Performance Management, Vinod Vasishta for Kongan Page India
Pvt. Ltd.
9. Srinivas R. Kandula, Performance Management, Prentice Hall of India.
10. Prem Chadha, Performance Management, Rajiv Bheri for Macmillan India. Ltd.
Web Sites:
http://www.google.com
http://citehr.com

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