Retention

A Study on Organizational commitment and
Retention among Millennial Generation

(IT Sector)
Submitted by
JERRY HANIEL C
Register No:MA HRM 2015782022015
In partial fulfillment of the requirement for the award of the Degree
MASTER OF ARTS IN HUMAN RESOURCES MANAGEMENT
Under the guidance of
Dr.P. Mohana, MA (HRM), MBA, M.Phil., PhD
P.G. DEPARTMENT OF HUMAN RESOURCES MANAGEMENT
MADRAS SCHOOL OF SOCIAL WORK
(AUTONOMOUS)
No 32, CASA MAJOR ROAD,EGMORE
CHENNAI-600008
NOVEMBER 2021
BONAFIDE CERTIFICATE
This is to certify that the project titled A Study on Organizational commitment

and Retention among Millennial Generation (IT Sector)is a bonafide project
work done by JERRY HANIEL C Reg No: MHRM 2015782022015, a second
year student of M.A. HRM, Madras School Of Social Work (Autonomous),
Egmore, Chennai in partial requirement for the Award of the Degree of Master of
Arts in Human Resource Management and that the project has not been used
previously for the award of any Degree, Diploma, Scholarship, Fellowship or any
other project title.
Signature of the HOD Signature of the Guide
Signature of the Principal

DECLARATION
I, JERRY HANIEL C final year student of M.A. HRM, hereby declare that the
thesis entitled A Study on Organizational commitment and Retention
among Millennial Generation (IT Sector)is the original work done by me
under the guidance and supervision of Dr.P.Mohana, in partial fulfilment of the
requirements for the award of the degree of Master of Arts in Human Resource
Management, Madras School of Social Work. I further declare that the research
work has not been submitted at any other University or Institution, for the award
of any degree or diploma or fellowship.
Signature of the Guide Signature of the Student
PLACE: CHENNAI
DATE:
ACKNOWLEDGEMENT
First and Foremost, I thank God Almighty for being my constant Light throughout
the study.
I would like to begin by thanking the Principal, Dr. Raja Samuel for rendering
constant encouragement and support to all the students in the department.
I would like to thank my Family who are pillars of strength and provided constant
support from the beginning till the end.
I would like to extend my heart-felt gratitude to thesis guide Dr. P. Mohana, Head
of Department, P.G Department of HRM for all the opportunities and platforms
that she provided me with, for my development. She kept herself approachable and
open to all doubts and queries despite her busy schedule. Above all she presented
herself as the meekest guide and was patient enough to explain everything in detail.
The completion of this thesis would not have been possible without her guidance.
Last but not the least, I would like to record my profound gratitude to all the
respondents who cooperated and answered the questionnaire.
LIST OF CONTENTS
CHAPTER NO. TITLE PAGE NO.

INTRODUCTION
1.1 Introduction 1
1.2 Need of the study 4
I 1.3 Scope of the study 5
1.4 Importance of the study 6
1.5 Statement of research problem 7
1.6 Industry Profile 8
1.7 Chapterization 9
REVIEW OF LITERATURE
II 2.1 Theoretical & Conceptual Review 11
2.2 Research Review 19
RESEARCH METHODOLOGY
3.1 Significance of the Study 24
3.2 Objectives of the Study 25
3.3 Hypotheses of the Study 26
3.4 Definition of Variables 27
3.5 Research Design 30
III
3.6 Methods of Data Collection 31
3.7 Tools for Data Collection 32
3.8 Statistical Methods 33
3.9 Pilot Study 34
3.10 Reliability Test 35
3.11 Limitations of the study 36
DATA ANALYSIS & INTERPRETATION
IV 4.1 Percentage Analysis 38
4.2 Statistical Analysis 69
CONCLUSION
5.1 Summary of the Findings 75
V
5.2 Suggestions 78
5.2 Conclusion 79
APPENDIX
Bibliography
Questionnaires
LIST OF TABLES
TABLE NO. PAGE NO

TITLE
4.1.1 Age wise classification 38
4.1.2 Job level classification 39
4.1.3 40
Gender wise classification
4.1.4 41
Spending the rest of the career in this organization
4.1.5 42
Considering organization’s problems as own
4.1.6 43
Considering organization as part of family
4.1.7 44
Emotionally attached to this organization
4.1.8 45
Personal meaning to this organization
4.1.9 46
Sense of belonging
4.1.10 47
Hard to leave the job at this organization right now
4.1.11 Disrupted life on leaving the organization 48
4.1.12 Job at this organization is a matter of necessity as much as a 49

desire
4.1.13 50
Few options to consider leaving this organization
4.1.14 Not leaving the organization due to scarcity of available 51

alternatives
4.1.15 Leaving would require considerable personal sacrifice 52

53
4.1.16
Obligation to remain with company.
4.1.17 54
Feeling guilty on leaving the organization
4.1.18 55
Not leaving the organization even if it were to their
advantage
56
4.1.19 Loyalty towards the organization
57
Not leaving the organization due to sense of obligation.
4.1.20
58
Owing a great deal to the organization
4.1.21
59
Working for another company within a period of three years
4.1.22
60
Satisfied with the work they do in the company
4.1.23
61
4.1.24
Find possibilities within the company for another job.
62
See future within the company.
4.1.25
63
Working at the current company or any other is a matter of
4.1.26
fact as long as they have a work
64
Work in the company for the next five years
4.1.27
Work for another company if they could start over again. 65

4.1.28
4.1.29 66
Switching to another job if they receive an attractive offer
4.1.30 67
Importance of work
4.1.31 68
Love working for this company
LIST OF CHARTS
CHART NO. PAGE NO

TITLE
4.1.1 Age wise classification 38
4.1.2 Job level classification 39
4.1.3 40
Gender wise classification
4.1.4 41
Spending the rest of the career in this organization
4.1.5 42
Considering organization’s problems as own
4.1.6 43
Considering organization as part of family
4.1.7 44
Emotionally attached to this organization
4.1.8 45
Personal meaning to this organization
4.1.9 46
Sense of belonging
4.1.10 47
Hard to leave the job at this organization right now
4.1.11 Disrupted life on leaving the organization 48
4.1.12 Job at this organization is a matter of necessity as much as a 49

desire
4.1.13 50
Few options to consider leaving this organization
4.1.14 Not leaving the organization due to scarcity of available 51

alternatives
4.1.15 Leaving would require considerable personal sacrifice 52

53
4.1.16
Obligation to remain with company.
4.1.17 54
Feeling guilty on leaving the organization
4.1.18 55
Not leaving the organization even if it were to their
advantage
56
4.1.19 Loyalty towards the organization
57
Not leaving the organization due to sense of obligation.
4.1.20
58
Owing a great deal to the organization
4.1.21
59
Working for another company within a period of three years
4.1.22
60
Satisfied with the work they do in the company
4.1.23
61
4.1.24
Find possibilities within the company for another job.
62
See future within the company.
4.1.25
63
Working at the current company or any other is a matter of
4.1.26
fact as long as they have a work
64
Work in the company for the next five years
4.1.27
Work for another company if they could start over again. 65

4.1.28
4.1.29 66
Switching to another job if they receive an attractive offer
4.1.30 67
Importance of work
4.1.31 68
Love working for this company
CHAPTER I
INTRODUCTION
1.1 INTRODUCTION
ORGANIZATIONAL COMMITMENT
Organizational commitment is the view of psychological attachment of an employee for the

organization he/she works. Organizational commitment plays a vital role in determining if the
employee will continue to work with the organization for a longer period of time and work towards the
motive of achieving the organization’s goal. Meyer and Allen in the year 1991 provided a three-
component conceptualization of organizational commitment. The components are affective
commitment, continuance commitment and normative commitment. These are framed based on the
employee’s psychology towards the organization. These components provide a standard scale to
measure organization commitment.
Affective commitment
It deals with the individual’s emotional attachment. Affective commitment is directly proportional to
the employees’ stay at their organization. Employees with affective commitment have a positive
emotional attachment and work towards the organizational goals along with work satisfaction.
Continuance commitment
This component deals with the need for an employee to stay with the organization. It is also termed as
the “Fear component”. It states that an employee chooses to stay on an organization because the loss
gained on leaving the organization would be greater than the benefit outcome in the new job in another
organization.
Normative commitment
This component relates occurs to the sense of obligation the employee has towards organization.
Although they aren’t satisfied with their role or even if they want to leave the organization for better
opportunities. They feel that staying with the organization is the right thing to do.
1
RETENTION
“Retention is a voluntary move by an organization to create an environment which engages employees

for a long term” Chaminade (2007 cited in Chibowa et al. 2010). From the employee’s point of view
Retention can be defined as the phenomenon in which the employee chooses to stay with the current
organization rather than seeking for opportunities at other organizations. Osteraker (1999) considered
satisfaction of the employee and retention of the leaves are the pillars of success of any
organization.The major objective of retention is the prevention of loss of competent employees from
the organization as it adversely affects productivity and service delivery. This phenomenon is
especially true in light of current economic uncertainty and following corporate downsizings when the
impact of losing critical employees increases exponentially (Caplan and Teese, 1997). There are
various factors that affect Employee retention at different levels. They include,
➢ Skill recognition
➢ Learning & Working Climate
➢ Job Flexibility
➢ Cost Effectiveness
➢ Cost Effectiveness
➢ Benefits
➢ Career Development
➢ Superior-Subordinate Relationship
➢ Compensation
➢ Organizational Commitment
➢ . Communication
➢ Employee Motivation
2
MILLENIAL GENERATION:
Millennial is the name given to the generation born between 1981 and 1996 (Pew Research Center).
Millennial are so named because they were born near, or came of age during, the dawn of the 21st
century—the new millennium. As the first to be born into a digital world, members of this group are
considered "digital natives."
As companies compete for available talent, employers simply cannot ignore the needs, desires, and
attitudes of this vast generation. As with each generation that preceded it, Millennials have come to be
defined by a set of characteristics formed mainly by the world and culture they grew up in.
Millennial are resilient and values-driven. They strongly believe business must have a purpose beyond
profit. And they will not accept the status quo. As a result, they’ve redefined the future of work and
continue to push for societal change in order to create a more equitable and sustainable world.
3
1.2 NEED OF THE STUDY
The study is done to understand the mindset of this generation relating to organizational commitment
and retention. Organizational commitment plays a vital role in retaining an individual at workplace.
Employee Retention has emerged as a crucial issue for organizations among many organizations
across the globe
Retaining an employee at the workforce has always been a challenge for many organizations across
the globe. An employee could stay with longer duration in an organization with proper organizational
commitment and any disturbances in the commitment towards the organization the retention rate will
be affected negatively. Organizational commitment being one among the vital factors that affect
Retention and to study about their relationship can provide clear ideas on improving both the
components.
4
1.3 SCOPE OF THE STUDY
The research is done among the Millennial generation. The millennial group is becoming the larger
population in the workplace. Millennials have a different kind of approach towards their work and
work-life balance. This differs a lot from the approaches of the previous generation which leads us to
know more about the mindset of millennials towards the organization. The relationship between
Organizational commitment and retention plays a significant role in understanding the millennial’s
work-life. The study could vindicate us about how millennials are commited towards their work and
their views on working in the organization for a longer period.
5
1.4 IMPORTANCE OF THE STUDY
The importance of the study is to establish and determine the relationship between Organizational
commitment and Retention among Millennial generation. The study focuses on three components of
Organizational commitment- affective commitment, continuance commitment and normative
commitment. The research deals on finding how these components affect employee retention and at
what levels they have an impact. The findings of the research can provide insights about establishing a
platform for the millennial to have positive organizational commitment and identify their approaches
on retention.
6
1.5 STATEMENT OF RESEARCH PROBLEM
The Millennial workforce has ideologies and approaches in the organization which drastically differs
from the other generations. To make them retain in the organization is becoming the greater challenge
for the employers. If their organizational commitment is identified, it can related with the retention
scale to identify the impacts at different levels and different components. This study can establish a
fine determination about the relationship between organizational commitment and retention among
the millennial generation.
7
1.6 INDUSTRY PROFILE:
The INFORMATION TECHNOLOGY (IT) services and IT enabled services (ITeS) industries in
India has become highly visible in terms of global economy, attracting substantial attention from
international media as a prime destination for outsourcing and off shoring. The successes of these
industries, as well as the recent anti-outsourcing backlash in the U.S. have produced a new global
image of India as a rising economic power. It has also created the Charts of the Indian ‘techie’ and call
centre agent as low cost (but ‘high quality’) technical workers who represent a great threat to
American and European IT sectors in the current decade. IT has come to be regarded as a model for
India’s future economic growth and development, based on the policies of liberalization and
globalization.
IT contributed a major share towards the GDP (6.4 percent in 2011) of India is faced with the
challenge of retaining people as the attrition rate is high. In FY12, IT industry has witnessed an
average attrition rate of 17-25 percent as compared to other sectors in India like manufacturing,
banking etc., which is about 8 percent. It was also observed that the attrition has dipped down in FY12
from FY11 (55-60 percent), according to a recent industry specific research carried out by the
Associated Chambers of Commerce and industry of India (ASSOCHAM). The liberalization policy of
the Indian government in 1991, further gave a boost to the IT industry in India. The Indian IT industry
has gained global recognition for its high potential, high quality and a manpower which is cost
effective. The Indian IT industry has a branding as ‘knowledge economy’ due to its IT sector. This
sector also paved a way for massive employment generation. The IT enabled sector of India absorbs a
large number of graduates from general stream in the BPO and KPO firms. The average purchasing
power of the common people of India has improved substantially. The aggregate demand has
increased as a result. All these have improved the production of goods and services, contributing to the
Indian economy. It can be concluded that the growth of IT sector in India has been very important to
facilitate the economic growth of India
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CHAPTERIZATION
This project report is organized in the following manner:
Chapter 1
Introduction
This chapter contains the Introduction to the topic, Need and Scope of the study, Statement of the
Problem, Industry Profile and Company Profile and Chapterization.
Chapter 2
Review of Literature
This chapter contains the Literature Review and Research Review that are available for the topic.
Chapter 3
Research Methodology
This chapter briefly discusses about the Importance of the study, Objective of the study, Research
methodology and the Limitations of the study.
Chapter 4
Data Analysis and Interpretation
This chapter contains the Data analysis of the research findings and their corresponding Interpretation
Chapter 5
Conclusion
The fifth chapter summarizes the findings, Suggestions and Conclusion which indicate the scope for
further research in the area of study.
9
CHAPTER 2
LITERATURE REVIEW
10
Review of literature creates a way for proper understanding of the areas of research areas that have
already been studied and throws a new light on the potential areas which are yet to be discovered.
Keeping this view in mind, an attempt has been made to do research in the field of management,
particularly studying about Organizational commitment and Retention among the millennial
generation.
2.1 THEORITICAL REVIEW - ORGANIZATIONAL COMMITMENT
The concept of organizational commitment has generated great attention among the researchers.
Organizational commitment concept requires a great deal of empirical studies where both contain an
outcome and antecedent Mathieu and Zajac (1990). According to Meyer and Allen, Organization
commitment includes three kinds: affective commitment, continuance commitment and normative
commitment. Meyer and Allen, (1991, p.67) define these three sorts of commitment as following: the
affective commitment explains “the employee's emotional attachment to, identification with, and
involvement in the organization”, Continuance commitment: “the awareness of the costs associated
with leaving the organization” and normative commitment represents a perceived obligation to remain
in the organization (Meyer et al., 2002).
Employees who want to belong to the organization (affective commitment) might be more likely than
those who need to belong (continuance commitment) or feel obliged to belong (normative
commitment) to make an effort on behalf of the organization. It is interesting to note that, of the
studies that have reported positive correlations between commitment and performance, most have used
measures of affective commitment. It is possible that an obligation to remain will carry with it an
obligation to contribute, in which case normative commitment would also correlate positively with
effort and performance. Continuance commitment is perhaps least likely to correlate positively with
performance. Employees whose tenure in the organization is based primarily on need may see little
reason to do more than is required to maintain their membership of the organization.
11
2.1.1. BARRIERS THAT HINDER ORGANIZATIONAL COMMITMENT:
The barriers or difficulties in improving employee commitment stem from several sources. The most
cited one is that of organizational focus on achieving short term performance goals at the expense of
long-term employee development, and low investment in building shared vision and community like
schemas (Breukelen, 1996). This barrier is manifested more specifically in the role description and
performance assessment criteria of middle managers that are both highly measurable and short term
oriented. The leadership role that the middle manager needs to play in aligning individual goals with
the organizational goals is often on a back burner (Shibata et al, 1991; Locke, 1976).
Another barrier that follows is the potentially low importance given to: internal signals about
reputation; management’s demonstration of concern for employees vis-à-vis concern for performance
and; willingness of top management to be inclusive of views and opinions of employees. Such signals
directly affect employee perception of their position in the organizational scheme of things.
In context of the forms of commitment discussed before this can be about: being an integral part of
the organization contributing to something they value; feeling gratitude for what the organization has
offered to them and/or being tied in only for the direct benefits they receive from what is they perceive
as their best choice as an employer given the risks of disassociation (Lawson and price, 2003; Johnson
and Yang, 2010). It is clear that poorly managed signals can lead to lower levels of commitment or a
sub-optimal balance between favorable and less favorable forms of commitment. Barriers to or
difficulties in employee commitment are also contextual, and have been of particular interest in extant
research with reference to management of change (Strebel, 1996) *). In the case of the turnaround
undertaken at Lufthansa in early 1990s research has identified the emphasis on communication and
capacitated middle managerial roles as crucial to sustaining and garnering employee commitment
during the turnaround.
A similar emphasis on employee commitment was seen at Saatchi and Saatchi for regaining a focus
on its creative businesses portfolio albeit with a drive on aspects to do with the right signaling
mechanisms to create greater trust (Mintzberg et al., 1990) getting it had been seen at Saatchi and
Saatchi but with an emphasis (Mintzberg et al, 2003) change.
12
2.1.3. BEST PRACTICE PRESCRIPTION FOR MANAGERS
Based on work that seeks to identify levers behind employee commitment the following practice
relevant aspects can be identified for improving commitment (e.g.Vandenberghe et al, 2007).
• Clarity in communication about how organizational goals align with individual goals. This
calls for the right-kind of “capacitated middle managers (Shibata et al, 1991).
• Building a legacy, and working on developing value-based practices that see the organization
as a function of its members.
• Developing a trusting environment where communication is seen, heard and decisions are
perceived as being fair
Job Characteristics Organizational

Personal Characteristics Commitment
Workplace experiences
OUTCOMES
➢ Attendance
➢ Desire to remain
➢ Intent to remain
➢ Employee retention
➢ Job performance
ORGANIZATIONAL COMMITMENT MODEL.
This Model was proposed by steers in the year 1997. It gives us the idea of what affects organizational
commitment and what are the outcomes through organizational commitment.
13
2.2 RETENTION
In the 1950s, Frederick Herzberg studied employee retention and motivation and eventually came up
with his duel dimensional job satisfaction theory, noted J. Michael Syptak, M.D., David W.
Marsland, M.D., and Deborah Ulmer, Ph.D., writing on the American Academy of Family
Physicians website. Herzberg believed that the two dimensions of job satisfaction are dissatisfiers
(he called them “hygiene” issues) and satisfiers, also called motivators. His theory was that
employees can be retained through minimizing dissatisfaction and maximizing satisfaction.
Dissatisfiers include factors such as
➢ administration
➢ company policy
➢ working conditions
➢ supervision
➢ relationship
➢ salary
Satisfiers include the job, promotion, achievement, responsibility and recognition.
Company Policy
Rules and policy have the potential to lead to employee dissatisfaction, with little potential to
motivate employees. Administrators cannot do much about rules and policy to increase satisfaction,
but dissatisfaction can be decreased through keeping rules to what is necessary and ensuring that
everyone is held to the same standards. Fair and necessary rules help retain employees.
Supervisors
The enforcers of company policy can lead to employee dissatisfaction for the same reasons as the
actual policy can frustrate employees. Supervisors have a difficult position and administrators can
minimize the dissatisfaction of both employees and supervisors by ensuring that they pick the right
leader for the supervisor position.
14
The Job
The work that the employee is doing is ideally a satisfier, though in some cases it can be a
dissatisfier, one that can lead to losing the employee. Most people enjoy working in a job that they
feel is a needed contribution to society. Administrators can enforce this idea through discussions on
the importance of the work. Community value can be added through business outreach programs.
Responsibility
Responsibility seems like it might be a dissatisfier, but it’s really a satisfier. Employees enjoy the
freedom that additional responsibility affords them. The idea that they are able to do work
independently appeals to the majority of employees. To increase satisfaction and retention, added
responsibility should not mean more work, just more freedom. Additional work should come as job
advancement.
Advancement
Advancement and promotion lead to employee satisfaction. Promotion should be earned, however;
seeing others advance unfairly could lead to dissatisfaction. Loyalty, productivity and quality
performance are all valid reasons to advance an employee. Opportunity for promotion helps retain
employees because they feel that their work and financial future can be improved through effort.
Promotion lets employees know they are valuable and that recognition also helps with the retention
effort.
15
2.2.1 EMPLOYEE RETENTION MODEL
There are three important models on employee retention, one of them is a) Zinger Model and the other
is 2) ERC‘s Retention Model. 3) Integrated System for Retaining Employees.
Zinger Model:
Employee retention is the art and science of engaging people in authentic and recognized connections
to strategy, roles, performance, organization, community, relationship, customers, development,
energy, and well-being as companies leverage, sustain, and transform their work connections into
results.
According to the Zinger Model, employee retention is directed towards achieving results of the
organization that the department, team, or individual wants to achieve. To achieve results, companies
need to craft a strategy to get there .A central key of emplo ye e retention is connection. In some cases
connection is synonymous with engagement. Engagement is not a one time survey measure or a steady
state. To engage is to fully experience and contribute to the dynamic elements of work.
The model comments that employees should experience both personal and professio nal development
through work ranging from courses and learning to develop their own strengths, value, visibility, and
engagement. Powerful retention involves mastery of physical, mental, emotional, spiritual, and
organizational energy. Work should contribute to employee well-being. Employees need to both
engage in and experience healthy well being. An organization‘s results are dependent upon the health
and productivity of individual employees.
16
ERC's Retention Model:
Employee Retention Connection's model co ncentrates on applied organizational experience

indicating three primary drivers of employee retention. · Work can be made stimulating by giving
variety of assignments, autonomy to make decisions, resources and support provided to do good work,
opportunity to learn, feedback on result and understanding the significance of one's personal
contributions.
Motivational Leadership also helps retain employees therefore leaders should champion change and
must be open to new ideas. They should inspire a shared vision of organization direction, develop the
capabilities of others and become a model for a behavior s that reflects organization values.
Companies should recognize and reward a job that is done well and should reinforce desired
behaviours and create an emphasis and focus on recognition. They should celebrate successes in order
to build self esteem and enhance camaraderie and team work.
Integrated System for Retaining Employees:
The Employee Retention Connection transforms the organization culture and enhances the competitive
edge through the following five -phased approach: ERC begins by analyzing the organization‘s
motivation and retention culture through surveys and focus groups that is the motivating and
demotivating aspects of the culture. ERC concentrates on designing high-involvement job and work
assignments and trains supervisors and managers in proven methods of motivational leadership.
17
Studies suggests that retention strategies, which effectively satisfy the needs of all employees
consequently enhances the ability for companies to adapt more effectively to ongoing organizational
change (Gale Group, 2006).
18
2.1.4 ORGANISATIONAL COMMITMENT- REVIEW OF LITERATURE
1) Meyer and Allen (1984; 1997), These studies have classified commitment into three distinctive
scales, namely, affective, normative and continuance commitment. Allen and Meyer have identified
that affective, continuance and normative components of commitment are separable-conceptually and
empirically although the three forms of commitment are equally important and useful. Affective
Commitment refers to an employees’ attachment with his organization and the organizational goals.
Continuance Commitment refers to an employee’s organizational commitment because of the work-
relationships and other benefits and Normative Commitment deals with the sense of obligation of an
employee, based on his values and norms.
2) Nik Mutasim and Hizam (2002) This research explains about commitment to profession and
organization and tried to identify its conflicts or compatibility. This study suggested conducting
research on the concepts on other samples in Malaysia. Having the potential to product advantageous
financial and psychological outcomes, organizational commitment is important for every type of
organization. Interestingly not enough, or no study so far has examined knowledge workers’
organizational commitment in Malaysia. The research hasn’t clearly explained about which factors
affect the commitment among employees
3) Hershatter and Epstein (2010), The findings have concluded that identified Millennials have
organizational Commitment only if the organization is perceived to have an equiTable no. system that
rewards accomplishments. Millennial have grown up in environments that have been designed to guide
them through their studies and build self-esteem and this expectation has followed the Millennial
generation into the workplace
4)Suliman and lles (2000) identified a number of important aspects of organizational commitment,
namely, commitment fosters better superior– subordinate relationships, enhances organisational
development, growth and survival, improves the work environment, negatively influences withdrawal
behaviour such as turnover, lateness and absenteeism, and has a positive impact on employees’
readiness to innovate and create.
5)Farr-Wharton, Brunetto& Shacklock (2012) found out that affective commitment is highly
significant for Generation X and Baby Boomers. The nurses’ using their perceptions of empowerment
19
and affective commitment suggested, it is more important to Baby Boomers and Generation X than to
Generation
6) Karen Elizabeth Heizman(2018)This research has focused on identifying the stereotypes between
generations and the relationship between certain stereotypes and workplace behavior and expectations
of organizations and/or employers.Increasing the understanding of the potential correlation between
organizational commitment and leadership and development programs, workplace challenges, self-
management of career paths, rapidly obtainable advancement opportunities may aid organizations in
developing strategies for retaining Millennials in their workforce.
7) Ghosh and Swamy (2014) The study says that Organizational commitment is multi-faceted and
hence needs to take into consideration about both the organization and also an individual’s
perspective. Since commitment has both attitudinal and behavioural implications, it is most important
to Chart no. out with a proposition which tries to delve deeper into the feelings and attitude of
individuals and their interactions with their organization.
8) J Anitha (2106) According to the results, compensation has a strong, significant relation to
organizational commitment, affective commitment and normative commitment. The subscale
coefficients in this study indicate high technology employees are satisfied with the benefits received,
the structure or administration of their compensation and the level or competitiveness of their
compensation. However, they were not very satisfied with the way their raises were determined or
their most recent raise. The results obtained in the study are also supported by Higginbotham’s study
(1997) on pay satisfaction, and Kochanski and Ledford’s study (2001) on retaining high technology
professionals. The majority of high technology employees receive an incentive, which provides a
measure of group performance feedback. This feedback creates the perception that the organization
values their commitment. The findings confirm that employee commitment is directly proportional to
the incentives.
9) JeanneteVandyk( 2011) The findings of this research conclude that Employees’ commitment to
the organization relates significantly positively to their intention to stay at the organization. Based on
the findings it can also be understood that the participants who had high levels of job satisfaction and
who were satisfied with their work/life balance, career opportunities and development opportunities
experienced a higher intention to stay at their organization. Findings of the research conclude that the
senior management level participants tended to be emotionally (affective) more attached to the
20
organization, more aware of the costs associated with leaving the organization (continuance) and were
overall more committed to the organization.
2.2.2 EMPLOYEE RETENTION- REVIEW OF LITERATURE
1) (Spencer, 1986) This study suggested that the organizations which give more opportunity to its
employee to voice their dissatisfaction related to workplace conditions are more likely to retain their
employees which means there are more chances that employees will remain with such an organization
as they feel that the organization is equipped with better grievance handling system.
2) (Cloutier et al., 2015). The study suggests that efficient communication process helps the
organization to retain its employees They also suggest that in order to maintain a healthy work culture,
leadership should be able to operate in an interpersonal, group, organizational and intercultural
communication effectively. The study also relates to the study done by Sinha & Sinha which says that
effective communication not only improves the identity the employee associated with the company but
also creates an environment of openness and trust. A similar study was done by James & Mathew, in
their studies found out that effective communication plays a greater role to generate an amicable
environment at the workplace..
3) Das (1996) The findings conclude that Compensation in organizations can be defined as something
that the employee receives from the employer. It is accepTable no. that the trend is changing but still
research shows that compensation plays a greater role in the retention of employees. The study also
talks about flexible compensation package and is not in favour of standardization of compensation.
The findings also reveal that different age group of employees have different choices and thus the
thing desired by youth may not be for any use to a middle age employee.
4) Doh, Stumpf, & Tymon (2011) This particular study identifies the relationship between leadership
and retention. The role of leadership is very critical in employee retention. According to, responsible
leadership has three components stakeholder culture where ethical and social behaviour is of
paramount importance, Fair and inclusive HR practices and Full managerial support for employee
development.
5)Cloutier et al. (2015) This study stresses on the relationship between work life balance, working
condition and retention .Positive working condition which improves when an employee is having a
21
good relationship with the boss and if given a leadership role, their sense of belongingness with
company become very strong.
6) H. Das, (1996) The findings of the study reveal how important is the relation between Career
prospects and employee retention. This study defines that companies in India do not have a well-
defined career development plan and so chances are very rare that a person who joins a company as a
management trainee will become CEO. This is a crucial scenario for all the employees who are loyal
to their companies.
7) Eva Kyndt& Filip Dochy& Maya Michielsen&BastiaanMoeyaert (2009) This investigation

shows that the perception of the importance of learning to employees and the quality of work climate
is a strong factor that affects employee intentions to remain with their current employer. The finding
that appreciation and stimulation have a strong positive influence on employee retention in itself is not
surprising.
22
CHAPTER 3
RESEARCH METHODOLOGY
23
3.1 SIGNIFICANCE OF THE STUDY:
This study aims at discovering the impact of Organizational commitment has on Employee Retention.
Commitment is extremely subjective to each individual, and with corporate world expanding
everywhere, employees are often shifting from one company to the other. In the past, work world was
shaped by the traditional values and loyalty among employees. In the present digitalized era, we can
witness it is not the same as before. We need to identify what really fosters commitment among the
millennial generation. The millennial group is becoming the larger population in the workplace.
Millennials have a different kind of approach towards their work and work-life balance. This differs a
lot from the approaches of the previous generation which leads us to know more about the mindset of
millennials towards the organization. The relationship between Organizational commitment and
retention plays a significant role in understanding the millennial’s work-life. Through this study we
can understand the influence of commitment over retention which can help us in developing strategies
for both the variables.
For companies to keep growing in the, it is important for organizations to ensure that the employees
have a good commitment towards the organization and ensure that the employer can retain the
employees in the organization by providing them a proper work life balance. Competition and the
business environment keep changing, and hence it is critical to maintain retention and commitment
positively.
24
3.2 OBJECTIVES OF THE STUDY
3.2.1PRIMARY OBJECTIVE
To study the Organizational commitment and Retention among the millennial generation in the IT
sector
3.2.2. SECONDARY OBJECTIVE
• To study the influence of Organizational commitment on Retention

• To examine the dimensions of Organizational commitment on Retention
• To analyze influence of Organizational commitment and Retention on different Job Levels
25
3.3.HYPOTHESES
HYPOTHESIS 1
H0: There is no significant influence of Organizational commitment on Retention
H1: There is significant influence of Organizational commitment on Retention
HYPOTHESIS 2
H0: Affective commitment has no significant influence on Retention
H1: Affective commitment has significant influence on Retention
HYPOTHESIS 3
H0: Continuance commitment has no significant influence on Retention
H1: Continuance commitment has significant influence on Retention
HYPOTHESIS 4
H0: Normative commitment has no significant influence on Retention
H1: Normative commitment has significant influence on Retention
HYPOTHESIS 5
H0: There is no significant difference between different job levels with regards to Organizational
commitment
commitment
HYPOTHESIS 6
H0: There is no significant difference between different job levels with regards to Retention
H1: There is no significant difference between different job levels with regards to Retenti
26
3.4DEFINITION OF VARIABLES
Dependent Variable: A dependent variable is being tested and measured in a specific experiment.
The dependent variable is ‘dependent’ on independent variable. As the experimenter changes the
independent variable, the effect on the dependent variable is observed and recorded. The dependent
variable in this study is Retention
Independent Variable: An independent variable is changed or controlled in a scientific experiment to

test the effects on the dependent variable. The independent variable in this study is Organizational
commitment.
Conceptual Definition
According to Meyer & Allen,Organizational commitment is defined as “a psychological state that

characterizes the employee's relationship with the organization, and has implications for the decision
to continue or discontinue membership in the organization”
RETENTION
According to Chaminade, “Retention is a voluntary move by an organization to create an environment

which engages employees for the long term”
Operational definition
It is defined as “the attachment that an employee has on their organization due to their experiences”. It
can indicate the level of satisfaction, and engagement among employees. It is crucial to assess
employee commitment since it is a key element in organizational success. For the purpose of this study
the following factors of Commitment are being measured.
27
Affective (Emotional) Commitment: This type of employee commitment is the closest to what one
might intuitively consider commitment to be. It encapsulates the idea of an emotional identification
with the organization. This leads to an increased desire to contribute and perform, as well as maintain
citizenship of the organization. There is an enormous amount of research demonstrating the positive
benefits of affective staff commitment, both to the organization and the individual.
Normative Employee Commitment: This refers to a perceived obligation to remain with the
organization. An employee can experience an obligation to perform work activities in the absence of a
personal desire to do so. This type of employee commitment typically has weaker positive
relationships with staff motivation, job satisfaction etc. Though, cultural variation plays a part in the
strength of the relationships between normative commitment and work behaviors.
Continuance Commitment: This is bound up in a very idiocentric and calculative decisionmaking

process. Essentially, this involves the individual considering what they stand to lose should they leave
an organization. Their perceived sacrifices, together with the alternatives open to them.
Unsurprisingly, this type of employee commitment has less positive outcomes and is in fact related to
higher stress. There may be increased work-family conflict and poorer performance
RETENTION:
Employee retention is the organizational goal of keeping talented employees and reducing turnover by
creating a positive work atmosphere to promote engagement, showing appreciation to employees, and
providing competitive pay and benefits and work-life balance. Employers are particularly interested in
retaining employees during periods of low unemployment and heightened competition for talent. To
retain employees, organizations use HR a critical element for recruiting, onboarding, engaging and
recognizing workers and offer more work flexibility and modern benefits like physical and financial
wellness programs.
Organizations that are focused on retaining employees usually start with the employee hiring and
onboarding process by giving new workers adequate training and orientation in the culture of the
organization. They also give new employees an opportunity to ask questions and engage in dialogue
with supervisors about their work.
28
Some organizations use systematic recognition and rewards strategies to show they value employees.
Some employers rely on employee engagement software that uses gamification and other techniques to
recognize workers and provide rewards and perks such as retail discounts. Employers also focus on
competitive pay using employee compensation management software that compares pay rates against
benchmarks for given regions, job titles and performance ratings.
Employers seek to distinguish themselves in the hiring arena by offering slates of varied benefits
offerings, both voluntary benefits, or employee-paid, and those paid for or subsidized by the
organization. Newer types of benefits include lower premium high-deductible health insurance plans,
pet insurance, education debt repayment programs and legal counseling.
To improve work-life balance, organizations offer flexible work schedules, time off
and telecommuting, and they train managers to encourage employees to take vacations.
Importance of Employee Retention:
• High rates of employee turnover can harm organizations' ability to carry out their mission
because of impairments to continuity, loss of institutional knowledge, and high costs of
replacing departing workers.
• Diminished productivity and competitive advantage are among the biggest losses caused by
employees leaving an organization.
• Employee departures can also lower morale and spur more employees to leave the
organization.
• Employee retention is also important to team building and cohesion in the workplace, so
workers can come to trust and depend on each other.
29
3.5 RESEARCH DESIGN
A research design is a step-by-step approach used by a researcher to conduct a scientific study. It

includes various methods and techniques to conduct research so that a research problem can be
handled efficiently. The researcher adopted the descriptive research design for this study.
Descriptive research helps the researcher to interact with the participants, which may involve survey
or interviews to understand the situation, as it exists at present. Descriptive Research helps the
researcher to explore the existing certain phenomena.
3.6 SAMPLING METHOD
The study is based on Non – Probability Convenience Sampling. Convenience sampling is a non
probability sampling technique where subjects are selected because of their convenient accessibility
and proximity to the researcher.
3.7 POPULATION
All items in any field of inquiry constitute a Universe or Population. The population of the research is
the employees of Millennial Generation in the IT sector.
3.8 SAMPLE SIZE
Sample size measures the number of individual samples measured or observations used in a survey or
experiment. The sample size for this study is 84.
30
3.9 METHODS OF DATA COLLECTION
Data collection is the process of gathering and measuring information on variables of interest, in an
established systematic fashion that enables one to answer stated research questions, test hypotheses,
and evaluate outcomes. The data collection component of research is common to all fields of study
including physical and social sciences, humanities, business, etc. While methods vary by discipline,
the emphasis on ensuring accurate and honest collection remains the same. Data is a set of information
which enables the researcher to find solution to a problem in a hand. No research is said to be
completed without data. Data refers to information or facts. Data also includes descriptive facts, non-
numerical information, quantitative and qualitative information. In this research, the researcher makes
use of primary data to collect data from the sample in the study.
PRIMARY DATA
Primary data is data that is collected by a researcher from first-hand sources, using methods like
surveys, interviews, or experiments. It is collected with the research project in mind, directly from
primary sources. The sources of primary data are usually chosen and tailored specifically to meet the
demands or requirements of a particular research. Also, before choosing a data collection source,
things like the aim of the research and target population need to be identified. In this research, the
researcher makes use of questionnaire in the form of google forms to collect primary data from the
participants of the study.
31
3.10 TOOLS FOR DATA COLLECTION
The researcher used ‘Questionnaire’ as an instrument for collecting primary data, which proves to be
less expensive and yet elaborative, when compared to other methods.
For the first part of the questionnaire, the researcher used is used the 18-item organizational
commitment instrument created by Meyer and Allen in 1997 to collect data on the Likert-5 point scale.
The instrument consists of three dimensions: i)affective commitment, (ii) normative commitment, (iii)
continuance commitment
For the second part of the questionnaire, the researcher used the Retention survey created by Mobley.
W, Horner. S, and Hollingsworth. A to collect data on the Likert-5 point scale
32
3.11TOOLS FOR STATISTICAL ANALYSIS
Data Analysis is done using SPSS -IBM TOOL software.
PERCENTAGE ANALYSIS: Percentage Analysis One of the simplest methods to analyse data is the
percentage method. It is one of the traditional statistical tools. With the help of percentage analysis, the
data gets reduced in the standard form with the base equal to 100 which facilitates relative comparison.
In this research study, the percentage analysis is been used for the data interpretation.
The formula used: Percentage of the respondents = Number of respondents x 100 /Total number of
respondents
SIMPLE LINEAR REGRESSION
Linear regression strives to show the relationship between two variables by applying a linear equation
to observed data. One variable is supposed to be an independent variable, and the other is to be a
dependent variable. \. The measure of the extent of the relationship between two variables is shown by
the correlation coefficient. The range of this coefficient lies between -1 to +1. This coefficient shows
the strength of the association of the observed data for two variables. A linear regression line equation
is written in the form of: Y = a + bX where X is the independent variable and plotted along the x-axis
Y is the dependent variable and plotted along the y-axis The slope of the line is b, and a is the intercept
(the value of y when x = 0).
ONE WAYANOVA
One wayAnova is used to determine whether there are any statistically significant differences between
the means of three or more independent groups with respect to a particular variable.
33
3.12PILOT STUDY
Pilot studies are small-scale, preliminary studies which aim to investigate whether crucial components
of a main study – usually a randomized controlled trial (RCT) – will be feasible. For example, they
may be used in attempt to predict an appropriate sample size for the full-scale project and/or to
improve upon various aspects of the study design. Often RCTs require a lot of time and money to be
carried out, so it is crucial that the researchers have confidence in the key steps they will take when
conducting this type of study to avoid wasting time and resources. The pilot study for this study was
carried out before starting the actual study. The pilot study was done, by collecting responses of thirty
employees from the chosen sample.
34
3.13RELIABLILITY TEST
Reliability refers to the consistency of a measure. Researchers consider three types of consistency: over time
(test-retest reliability), across items (internal consistency), and across different researchers (inter-rater
reliability). Cronbach’s alpha is a measure used to assess the reliability, or internal consistency, of a set of scale
or test items. In other words, the reliability of any given measurement refers to the extent to which it is a
consistent measure of a concept, and Cronbach’s alpha is one way of measuring the strength of that consistency.
Cronbach’s alpha tests to see if multiple-question Likert scale surveys are reliable.
Reliability Statistics
Cronbach's Alpha N of Items

.867 28
35
3.14 LIMIITATIONS OF THE STUDY
• This study was restricted only to employees among the millennial generation in the IT
industry.
• Since it was survey method, there was no direct interaction between researcher and
participants, thus the researcher will not be able to supervise participants.
• Due to the busy work from home schedule, employees found it difficult to answer
the questionnaire.
• There was a time constraint as the duration of the research was conducted only for
1 month, and thus there was a difficulty in observation.
• Data collection through questionnaire was limited only upto 84 respondents
36
CHAPTER 4
DATA ANALYSIS & INTERPRETATION
37
4.1 PERCENTAGE ANALYSIS
Table no. 4.1.1Age wise classification
Age groups Frequency Percentage
25 - 30 68 81
31 - 36 16 19
Total 84 100
Chartno. 4.1.1 Age wise classification
25 - 30 31 - 36
19%
81%
INFERENCE: It is inferred from Table that 81%of respondents are between the age 25-30 and 19%
of respondents are between the age 31-36. Thus, a majority of respondents are between the age 25-30.
38
Table no. 4.1.2Job level classification
Particulars Frequency Percentage
Entry Level 23 27
Intermediate 24 29
Mid level 30 36
Senior or Executive level 7 8
Total 84 100
Chartno. 4.1.2 Job level classification
Entry Level Intermediate Mid level Senior or Executive level
8%
27%
36%
29%
INFERENCE: It is inferred from Table that 27%of respondents belong to the entry level, 29% of
respondents belong to the Intermediate level, 36% of the respondents belong to the Mid level, 8% of
the respondents belong to senior or executive level of Job level classification Thus, a majority of
respondents belong to the mid level.
39
Table no.4.1.3 Gender wise classification
Female 44 52
Male 40 48
Total 84 100
Chart no. 4.1.3 Gender wise classification
Female Male
48%
52%
INFERENCE: It is inferred from Table that 48%of respondents are male and 52% of respondents are
female. Thus, a majority of respondents are female.
40
Table no.4.1.4 I would be very happy to spend the rest of my career in this organization.

Strongly Disagree 5 6
Disagree 16 19
Neutral 20 24
Agree 27 32
Strongly Agree 16 19
Total 84 100
Chart no.4.1.4I would be very happy to spend the rest of my career in this organization.
Strongly Disagree Disagree Neutral Agree Strongly Agree
6%
19%
19%
32% 24%
INFERENCE: The data is interpreted over the aspect if the respondents would spend the rest of the
career in the organization with happiness. It is inferred from the Table that 6% of the respondents
strongly disagree, 19% disagree, 24% of the respondents feel neutral, 32% agree and 19% strongly
agree. Thus, the majority agree to the statement that they would spend the rest of the career in the
organization with happiness
41
Table no. 4.1.5 I really feel as if this organization’s problems are my own.
Disagree 9 11
Neutral 25 30
Agree 40 48
Strongly Agree 8 9
Total 84 100
Table no.4.1.5 I really feel as if this organization’s problems are my own.
2%
9%
11%
30%
48%
INFERENCE: The data is interpreted over the aspect on considering the organization’s problems as
their own. It is inferred from the Table that 2% of the respondents strongly disagree, 11% disagree,
30% of the respondents feel neutral, 48% agree and 9% strongly agree. Thus, the majority agree to the
statement that they would spend the rest of the career in the organization with happiness.
42
Table no. 4.1.6 I do not feel like “part of my family” at this organization
Disagree 21 25
Neutral 27 32
Agree 26 31
Strongly Agree 5 6
Total 84 100
Chart no. 4.1.6 I do not feel like “part of my family” at this organization
6% 6%
25%
31%
32%
INFERENCE: The data is interpreted over the aspect on considering the organization as a part of the
family. It is inferred from the Table that 6% of the respondents strongly disagree, 6% disagree, 32% of
the respondents feel neutral, 31% agree and 6% strongly agree. Thus, the majority agree to the
statement that they are considering the organization as a part of the family
43
Table no. 4.1.7 I do not feel “emotionally attached” to this organization
Disagree 23 28
Neutral 28 33
Agree 21 25
Strongly Agree 6 7
Total 84 100
Chart no. 4.1.7 I do not feel “emotionally attached” to this organization
7% 7%
25% 28%
33%
INFERENCE: The data is interpreted over the aspect on emotional attachment towards the
organization. It is inferred from the Table that 7% of the respondents strongly disagree, 28% disagree,
33% of the respondents feel neutral, 25% agree and 7% strongly agree to the statement. Thus, the
majority stay neutral to the statement that they have an emotional attachment towards the organization
44
Table no. 4.1.8 This organization has a great deal of personal meaning for me.
Disagree 11 13
Neutral 24 29
Agree 35 42
Strongly Agree 9 11
Total 84 100
Chart no. 4.1.8 This organization has a great deal of personal meaning for me.
11% 6%
13%
42% 28%
INFERENCE: The data is interpreted over the aspect if the organization has personal meaning
respondents. It is inferred from the Table that 6% of the respondents strongly disagree, 13% disagree,
majority agree to the statement that they have personal meaning towards the organization.
45
Table no. 4.1.9 Ido not feel a strong sense of belonging to this organization
Disagree 22 26
Neutral 28 33
Agree 24 29
Strongly Agree 5 6
Total 84 100
Chart no. 4.1.9 Ido not feel a strong sense of belonging to this organization
6% 6%
29% 26%
33%
INFERENCE: The data is interpreted over the aspect of having a strong sense of belonging to the
majority stay neutral to the statement that they have a sense of belonging.
46
Table no. 4.1.10 It would be very hard for me to leave my job at this organization right now even
if I wanted to.
Disagree 17 20
Neutral 15 18
Agree 43 51
Strongly Agree 7 8
Total 84 100
Chart no. 4.1.10 It would be very hard for me to leave my job at this organization right now even
if I wanted to.
3%
8%
20%
18%
51%
INFERENCE: The data is interpreted over the aspect on finding hard to leave the organization right
now. It is inferred from the Table that 3% of the respondents strongly disagree, 20% disagree, 18% of
the respondents feel neutral, 51% agree and 8% strongly agree to the statement. Thus, the majority
agree to the statement that they findhard to leave the organization right now even if they wanted to.
47
Table no. 4.1.11 Too much of my life would be disrupted if I leave my organization.
Disagree 12 14
Neutral 20 24
Agree 43 51
Strongly Agree 5 6
Total 84 100
Chart no. 4.1.11 Too much of my life would be disrupted if I leave my organization.
6% 5%
14%
51% 24%
INFERENCE: The data is interpreted over the aspect of having a disrupted life on leaving the
organization. It is inferred from the Table no. that 5% of the respondents strongly disagree, 14%
disagree, 24% of the respondents feel neutral, 51% agree and 6% strongly agree to the statement.
Thus, the majority agree to the statement that they would have a disrupted life on leaving the
organization
48
Table no. 4.1.12 Right now, staying with my job at this organization is a matter of necessity as
much as desire.
Disagree 5 6
Neutral 16 19
Agree 50 59
Strongly Agree 9 11
Total 84 100
Chart no. 4.1.12 Right now, staying with my job at this organization is a matter of necessity as
much as desire.
11% 5% 6%
19%
59%
INFERENCE: The data is interpreted over the aspect of staying with the job at this organization is a
matter of necessity. It is inferred from the Table that 5% of the respondents strongly disagree, 6%
Thus, the majority agree to the statement that staying with the job at this organization is a matter of
necessity as much as a desire.
49
Table no. 4.1.13 I believe I have too few options to consider leaving this organization.
Disagree 24 29
Neutral 17 20
Agree 33 39
Strongly Agree 6 7
Total 84 100
Chart no.4.1.13 believe I have too few options to consider leaving this organization.
7% 5%
29%
39%
20%
INFERENCE: The data is interpreted over the aspect on having too few options to consider leaving
the organization. It is inferred from the Table that 5% of the respondents strongly disagree, 29%
Thus, the majority agree to the statement having too few options to consider leaving the organization.
50
Table no. 4.1.14 One of the few negative consequences of leaving my job at this organization
would be the scarcity of available alternatives elsewhere
Disagree 19 23
Neutral 23 27
Agree 33 39
Strongly Agree 5 6
Total 84 100
Chart no. 4.1.14 One of the few negative consequences of leaving my job at this organization
would be the scarcity of available alternatives elsewhere
6% 5%
23%
39%
27%
INFERENCE: The data is interpreted over the aspect onnot leaving the organization due to scarcity of
available alternatives. It is inferred from the Table that 5% of the respondents strongly disagree, 23%
Thus, the majority agree to the statement on not leaving the organization due to scarcity of available
alternatives
51
Table no. 4.1.15 One of the major reasons I continue to work for this organization is that leaving
would require considerable personal sacrifice
Disagree 13 15
Neutral 23 27
Agree 40 48
Strongly Agree 4 5
Total 84 100
Chart no. 4.1.15 One of the major reasons I continue to work for this organization is that leaving
would require considerable personal sacrifice
5% 5%
15%
48%
27%
INFERENCE: The data is interpreted over the aspect on not leaving the organization due to
involvement personal sacrifice. It is inferred from the Table that 5% of the respondents strongly
disagree, 15% disagree, 27% of the respondents feel neutral, 48% agree and 5% strongly agree to the
statement. Thus, the majority agree to the statement that the major reasons they continue to work for
this organization is that leaving would require considerable personal sacrifice
52
Table no. 4.1.16 I do not feel any obligation to remain with my organization
Disagree 9 11
Neutral 28 33
Agree 34 40
Total 84 100
Chart no. 4.1.16 I do not feel any obligation to remain with my organization
2%
13% 11%
33%
41%
INFERENCE: The data is interpreted over the aspect on not feeling any obligation to remain with the
majority agree to the statement that they do not have any obligation to remain with company.
53
Table no. 4.1.17 Even if it were to my advantage, I do not feel it would be right to leave
Disagree 24 29
Neutral 23 27
Agree 26 31
Strongly Agree 6 7
Total 84 100
Chart no. 4.1.17Even if it were to my advantage, I do not feel it would be right to leave
7% 6%
29%
31%
27%
INFERENCE: The data is interpreted over the aspect on not leaving the organization even if it were
to their advantage. It is inferred from the Table no. that 6 % of the respondents strongly disagree, 29%
Thus, the majority agree to the statement that they won’t leave the organization even if it were to their
advantage.
54
Table no. 4.1.18I would feel guilty if I left this organization now.
Disagree 21 25
Neutral 17 20
Agree 36 43
Strongly Agree 3 4
Total 84 100
Chart no. 4.1.18 I would feel guilty if I left this organization now.
4% 8%
25%
43%
20%
INFERENCE: The data is interpreted over the aspect of feeling guilty on leaving the organization. It
is inferred from the Table that 8% of the respondents strongly disagree, 25% disagree, 20% of the
respondents feel neutral, 43% agree and 4% strongly agree to the statement. Thus, the majority agree
to the statement that they feel guilty when they leave the organization.
55
Table no. 4.1.19This organization deserves my loyalty.
Disagree 10 12
Neutral 30 36
Agree 36 43
Strongly Agree 4 5
Total 84 100
Chart no. 4.1.19 This organization deserves my loyalty
5% 5%
12%
43%
35%
INFERENCE: The data is interpreted over the aspect of having loyalty towards the organization. It is
inferred from the Table that 5 % of the respondents strongly disagree, 12% disagree, 35% of the
respondents feel neutral, 43% agree and 5% strongly agree to the statement. Thus, the majority agree
to the statement that they have loyalty towards the organization.
56
Table no. 4.1.29 I would not leave my organization right now because of my sense of obligation
to it.
Disagree 18 21
Neutral 33 39
Agree 26 31
Strongly Agree 4 5
Total 84 100
Chart no. 4.1.20 I would not leave my organization right now because of my sense of obligation
to it.
4%
5%
21%
31%
39%
INFERENCE: The data is interpreted over the aspect on not leaving the organization due to sense of
obligation. It is inferred from the Table that 4% of the respondents strongly disagree, 21% disagree,
majority stay neutral to the statement on not leaving the organization due to sense of obligation
57
Table no. 4.1.21I owe a great deal to this organization
Disagree 10 12
Neutral 31 37
Agree 35 42
Strongly Agree 3 4
Total 84 100
Chart no. 4.1.21 I owe a great deal to this organization.
3% 6%
12%
42%
37%
INFERENCE: The data is interpreted over the aspect of Owing a great deal to the organization. it is
inferred from the Table that 6% of the respondents strongly disagree, 12% disagree, 37% of the
respondents feel neutral, 42% agree and 4% strongly agree to the statement. Thus, the majority stay
neutral to the statement that they owe a great deal to the organization.
58
Table no. 4.1.22I am planning on working for another company within a period of three years
Disagree 7 8
Neutral 25 30
Agree 36 43
Strongly Agree 9 11
Total 84 100
Chart no. 4.1.22I am planning on working for another company within a period of three years
11% 8%
8%
43% 30%
INFERENCE: The data is interpreted over the aspect of planning on working for another company
within a period of three years. It is inferred from the Table that 8% of the respondents strongly
disagree, 8% disagree, 30% of the respondents feel neutral, 43% agree and 11% strongly agree to the
statement. Thus, the majority agree to the statement that they are planning on working for another
company within a period of three years
59
Table no. 4.1.23 within this company my work gives me satisfaction
Disagree 10 12
Neutral 25 30
Agree 41 49
Strongly Agree 6 7
Total 84 100
Chart no. 4.1.23 Within this company my work gives me satisfaction
2%
7%
12%
30%
49%
INFERENCE: The data is interpreted over the aspect if the work they do in the company gives them
satisfaction. It is inferred from the Table that 2% of the respondents strongly disagree, 12% disagree,
majority agree to the statement that they are satisfied with the work they do in the company.
60
Table no. 4.1.24 If I wanted to do another job or function, I would look at first at the possibilities
within this company
Disagree 16 19
Neutral 23 27
Agree 33 39
Strongly Agree 8 10
Total 84 100
Chart no. 4.1.24 If I wanted to another job or function, I would look at first at the possibilities
within this company
10% 5%
19%
39%
27%
INFERENCE: The data is interpreted over the aspect of finding possibilities within the company for
another job. It is inferred from the Table that 5% of the respondents strongly disagree, 19% disagree,
majority agree to the statement that they wouldfind possibilities within the company for another job.
61
Table no. 4.1.25I see a future for myself within this company
Disagree 12 14
Neutral 30 36
Agree 27 32
Strongly Agree 7 8
Total 84 100
Chart no. 4.1.25 I see a future for myself within this company
8% 10%
14%
32%
36%
INFERENCE: The data is interpreted over the aspect of seeing a future within the company. It is
inferred from the Table that 10% of the respondents strongly disagree, 14% disagree, 36% of the
respondents feel neutral, 32% agree and 8% strongly agree to the statement. Thus, the majority stay
Neutral to the statement that they wouldsee future within the company.
62
Table no. 4.1.26 It doesn’t matter if I am working for this company or another, as long as I have
work
Disagree 15 18
Neutral 23 27
Agree 36 43
Strongly Agree 5 6
Total 84 100
Chart no. 4.1.26 It doesn’t matter if I am working for this company or another, as long as I have
work
6% 6%
18%
43%
27%
INFERENCE: The data is interpreted over the aspect of working at the current company or any other
is a matter of fact as long as they have a work. It is inferred from the Table that 6% of the respondents
strongly disagree, 18% disagree, 27% of the respondents feel neutral, 43% agree and 6% strongly
agree to the statement. Thus, the majority agree to the statement that it doesn’t matter if they are
working for this company or another, as long as they have work
63
Table no. 4.1.27 If it were up to me, I will definitely be working for this company for the next
five years.
Disagree 26 31
Neutral 22 26
Agree 23 27
Strongly Agree 8 10
Total 84 100
Chart no. 4.1.27 If it were up to me, I will definitely be working for this company for the next
five years.
10% 6%
31%
27%
26%
INFERENCE: The data is interpreted over the aspect of working in the company for the next five
years. It is inferred from the Table that 6% of the respondents strongly disagree, 31% disagree, 26% of
the respondents feel neutral, 27% agree and 10% strongly agree that to the statement. Thus, the
majority disagree to the statement that they want to work in the company for the next five years
64
Table no. 4.1.28If I could start over again, I would choose to work for another company.

Disagree 19 23
Neutral 22 26
Agree 27 32
Strongly Agree 6 7
Total 84 100
Chart no. 4.1.28 If I could start over again, I would choose to work for another company.
7% 12%
32% 23%
26%
INFERENCE: The data is interpreted over the aspect of working for another company if they could
start over again. It is inferred from the Table that 12% of the respondents strongly disagree, 23%
Thus, the majority agree to the statement that they want to work for another company if they could
start over again.
65
Table no. 4.1.29 If I received an attractive Job offer from another company, I would take the
Job.

Disagree 7 8
Neutral 18 22
Agree 31 37
Total 84 100
Chart no. 4.1.29 If I received an attractive job offer from another company, I would take the job.
7%
8%
26%
22%
37%
INFERENCE: The data is interpreted over the aspect on switching to another job if they receive an
attractive offer. It is inferred from the Table that 7% of the respondents strongly disagree, 8% disagree,
majority agree to the statement on switching to another job if they receive an attractive offer
66
Table no. 4.1.30 The work I am doing is very important to me
Disagree 3 4
Neutral 17 20
Agree 48 57
Total 84 100
Chart no. 4.1.30 The work iam doing is very important to me
2% 4%
17%
20%
57%
INFERENCE: The data is interpreted over the aspect on the importance of work. It is inferred from
the Table that 2% of the respondents strongly disagree, 4% disagree, 20% of the respondents feel
neutral, 57% agree and 17% strongly agree to the statement. Thus, the majority agree to the statement
that the work they are doing is important to them.
67
Table no. 4.1.31I love working for this company
Disagree 8 9
Neutral 29 35
Agree 35 42
Total 84 100
Chart no. 4.1.31 I love working for this company
2%
12% 9%
35%
42%
INFERENCE: The data is interpreted over the aspect if the respondents love working for the
company. It is inferred from the Table that 2% of the respondents strongly disagree, 9% disagree, 35%
of the respondents feel neutral, 42% agree and 12% strongly agree to the statement. Thus, the majority
agree to the statement that they love working for the company.
68
4.2 STATISTICAL ANALYSIS
LINEAR REGRESSION ANALYIS

Linear regression is a linear approach for modeling the relationship between a scalar response and one
or more explanatory variables. The case of one explanatory variable is called simple linear regression
HYPOTHESIS 1
H0: There is no significant influence of Organizational commitment on Retention
H1: There is significant influence of Organizational commitment on Retention
Coefficients
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 15.575 2.247 6.930 .000
OC .314 .038 .670 8.162 .000
a. Dependent Variable: RET
INFERENCE:
From the above Table no. it can be inferred that the probability value 0.000 is lesser than 0.05 alpha
values, therefore H1 is accepted. And conclude that there is significant influence of Organizational
commitment on Retention. Further for one unit change in the commitment the retention increases by
0.314.
The regression equation can be written as Y= 15.575 + 0.314X, where Y denotes Retention and X
denotes Organizational commitment.
HYPOTHESIS 2
H0: Affective commitment has no significant influence on Retention
H1: Affective commitment has significant influence on Retention
69
Coefficients
Standardized
1 (Constant) 23.053 1.957 11.781 .000
OCT1 .553 .099 .523 5.557 .000
INFERENCE:
values, therefore H1 is accepted. And conclude that there is significant influence of Affective
commitment on Retention.
Further for one unit change in the Affective commitment the retention increases by 0.55
denotes Affective commitment.
HYPOTHESIS 3
H0: Continuance commitment has no significant influence on Retention
H1: Continuance commitment has significant influence on Retention
Coefficients
Standardized
1 (Constant) 24.995 2.187 11.427 .000
OCT2 .431 .106 .409 4.053 .000
70
INFERENCE:
values, therefore H1 is accepted. And conclude that there is significant influence of Continuance
Further for one unit change in the Continuance commitment the retention increases by 0.431
denotes Continuance commitment.
HYPOTHESIS 4
H0: Normative commitment has no significant influence on Retention
H1: Normative commitment has significant influence on Retention
Coefficients
Standardized
1 (Constant) 20.222 1.856 10.897 .000
OCT3 .735 .099 .633 7.407 .000
INFERENCE:
values, therefore H1 is accepted. And conclude that there is significant influence of normative
Further for one unit change in the normative commitment the retention increases by 0.735
denotes normative commitment.
71
ONE WAY ANOVA
The analysis compares the means of two or more independent groups in order to determine whether
there is statistical evidence that the associated population means are significantly different
HYPOTHESIS 5
commitment
commitment
ANOVA
OC
Sum of
Squares df Mean Square F Sig.
Between
122.511 3 40.837 .426 .735
Groups
Within Groups 7670.774 80 95.885
Total 7793.286 83
INFERENCE:
From the above Table no. it can be inferred that the probability value 0.735 is higher than 0.05 alpha
values, therefore H1 is rejected and H0 is accepted. And conclude that there is no significant
difference between different job levels with regards to Organizational commitment.
72
HYPOTHESIS 6
ANOVA
RET
Sum of
Squares df Mean Square F Sig.
Between Groups
56.932 3 18.977 .917 .437
Within Groups 1655.734 80 20.697

Total 1712.667 83
INFERENCE:
From the above Table no. it can be inferred that the probability value 0.437 is higher than 0.05 alpha
values, therefore H1 is rejected and H0 is accepted. And conclude that there is no significant
difference between different job levels with regards to Retention.
73
CHAPTER 5
CONCLUSION
74
5.1 SUMMARY OF THE FINDINGS:
➢ Majority of respondents are between the ages 25-30. ( 81% )

➢ Majority of respondents belong to the mid level. ( 36% )
➢ Majority of respondents are female. (52%)
➢ Majority agree to the statement that they would spend the rest of the career in the organization
with happiness. ( 32% )
➢ Majority agree to the statement that they would spend the rest of the career in the organization
with happiness.( 48% )
➢ Majority stay neutral to the statement that they are considering the organization as a part of the
family ( 32% )
➢ Majority stay neutral to the statement that they have an emotional attachment towards the
organization. ( 33% )
➢ Majority agree to the statement that they have personal meaning towards the organization.
( 42% )
➢ Majority stay neutral to the statement that they have a sense of belonging. ( 33% )
➢ Majority agree to the statement that they find hard to leave the organization right now even if
they wanted to. ( 53% )
➢ Majority agree to the statement that they would have a disrupted life on leaving the
organization. ( 51% )
➢ Majority agree to the statement that staying with the job at this organization is a matter of
necessity as much as a desire. ( 59% )
➢ Majority agree to the statement on not leaving the organization due to scarcity of available
alternatives ( 39% )
➢ Majority agree to the statement that the major reasons they continue to work for this
organization is that leaving would require considerable personal sacrifice. ( 48% )
➢ Majority agree to the statement that they do not have any obligation to remain with company. (
41% )
➢ Majority agree to the statement that they won’t leave the organization even if it were to their
advantage ( 31% )
75
➢ Majority agree to the statement that they feel guilty when they leave the organization ( 43%
)
➢ Majority agree to the statement that they have loyalty towards the organization ( 43% )
➢ Majority stay neutral to the statement on not leaving the organization due to sense of
obligation. ( 39% )
➢ Majority stay neutral to the statement that they owe a great deal to the organization.
(42%)
➢ Majority agree to the statement that they are planning on working for another company within
a period of three years ( 43% )
➢ Majority agree to the statement that they are satisfied with the work they do in the company.
(49%)
➢ Majority agree to the statement that they would find possibilities within the company for
another job ( 39% )
➢ Majority stay Neutral to the statement that they would see future within the company
(36%)
➢ Majority agree to the statement that it doesn’t matter if they are working for this company or
another, as long as they have work ( 43% )
➢ Majority disagree to the statement that they want to work in the company for the next five
years. ( 31% )
➢ Majority agree to the statement that they want to work for another company if they could start
over again. ( 32% )
➢ Majority agree to the statement that they want to work for another company if they could start
over again. ( 37% )
➢ Majority agree to the statement that the work they are doing is important to them. ( 57% )
➢ Majority agree to the statement that they love working for the company. ( 42% )
76
STATSTICAL ANALYSIS
Regression analysis
The Regression test performed shows that the significance is lesser than 0.05 and thus the H0 (null
hypothesis) is rejected. There is a significant effect of Organizational commitment on Retention.
hypothesis) is rejected. There is a significant effect of Affective commitment on Retention.
hypothesis) is rejected. There is a significant effect of Continuance commitment on Retention.
hypothesis) is rejected. There is a significant effect of Normative commitment on Retention.
One way Anova
The one way anova test performed shows the significance higher than 0.05 and thus we accept the null
hypothesis. ( H0 ). There is no significant difference between different job levels with regards to
Organizational commitment
The one way anova test performed shows the significance higher than 0.05 and thus we accept the null
hypothesis. ( H0 ). There is no significant difference between different job levels with regards to
Retention.
77
5.2 SUGGESTIONS
➢ It is evident through this research that Organizational commitment has a significant impact on
Retention. Thus, Organizations need to work on strategies that can enable the growth of
commitment.
➢ Employee retention has become an area of concern for many companies due to the jobhoping
era that has come in. Thus, understanding employee commitment levels is important for
organizations to retain their employees.
➢ The millennial generation focuses more on the work life balance. The organization should be
clear that the commitment does not affect their personal growth.
➢ The organization should try aligning the personal goals with the organizational goals so that the
commitment level does not get affected.
➢ From the findings, it can be suggested that the organization should provide opportunities for
growth within organization to increase retention.
78
5.3 CONCLUSION:
Employee Commitment levels helps in the upliftment and retainment of employees in the
organizations. More importantly among the millennial generation work life balance has become a
crucial element and work life balance is affected by commitment. When an employee is forced to work
in an organization or when an employee does not get a sense of belonging the commitment level gets
affected and thus result in Job hopping. Job hopping has now become more prominent among the
generation due to the irregular commitment approaches in many organizations.
Through this study it is found that Organizational commitment and Retention have significant
relationship between them, with organizational commitment greatly impacting retention among
millennial generation. Thus, it can be concluded that Organizational Commitment is essential to
increase Employee Retention.
79
APPENDIX
BIBLIOGRAPHY
➢ Ahsan, N., Fie, D. Y. G., Foong, Y. P., & Alam, S. S. (2013). Relationship between retention
factors and affective organisational commitment among knowledge workers in Malaysia. Journal
of Business Economics and Management, 14(5), 903-922.
➢ Allen, N.J. and Meyer, J.P. (1996). Affective, continuance and normative commitment to the
organization: an examination of construct validity. Journal of Vocational Behavior, 49, 252–276.
➢ Anitha, J. (2016). Role of Organizational Culture and Employee Commitment in Employee
Retention. ASBM Journal of Management, 9(1).
➢ Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organizational support and
employee retention–the mediating role of organizational commitment. Industrial and Commercial
Training.
➢ Bean, J., & Eaton, S. B. (2001). The psychology underlying successful retention practices. Journal
of College Student Retention: Research, Theory & Practice, 3(1), 73-89.
➢ Chew, J., Girardi, A., & Entrekin, L. (2005). Retaining Core Staff:: The impact of human resource
practices on organisational commitment. Journal of Comparative International Management, 8(2),
23-42.
➢ Joāo, T. F., & Coetzee, M. (2012). Job retention factors, perceived career mobility and
organizational commitment in the South African financial sector. Journal of Psychology in
Africa, 22(1), 69-76.
➢ Lesabe, R. A. F., & Nkosi, J. (2007). A qualitative exploration of employees' views on
organisational commitment. SA journal of human resource management, 5(1), 35-44.
➢ Pradhan, R. K., Jena, L. K., & Pradhan, S. (2017). Role of psychological contract between
organisational commitment and employee retention: findings from Indian manufacturing
industries. World Review of Science, Technology and Sustainable Development, 13(1), 18-36.
➢ Roodt, G., & Kotze, K. (2005). Factors that affect the retention of managerial and specialist staff:
An exploratory study of an employee commitment model. SA Journal of Human Resource
Management, 3(2), 48-55.
➢ Van Dyk, J. (2011). The relationship between organisational commitment, retention factors and
perceived job embeddedness (Doctoral dissertation).
QUESTIONNAIRE
A study on Impact of Perceived Organizational Support on Employee Engagement in Service

Sector
Hi all, I'm Jerry Haniel C a final year student at Madras School of Social Work majoring in Human
Resource Management. This survey is being carried out as a part of the academic requirements of
Post Graduate course in HRM. Kindly take some time to fill this survey. All the information
collected from you during this process would be kept confidential and will be used strictly for
research purposes only.
Thank you in advance for your time and efforts!
Part A
DEMOGRAPHIC DETAILS
1. Gender
A) Female
B) Male
C) Others
2. Age
1. Job Level*
Entry Level
Intermediate
Mid level
Senior or Executive level
PART B
SL QUESTION STRONGLY DIS NEUTRAL AGREE Stronly
N DISAGREE AGREE agree
1 Iwouldbevery
happytospend
therestofmyca
reerinthisorga
nization
2 Ireallyfeelasift
hisorganization
’sproblemsare
myown.
3 Idonotfeellike
“partofmyfam
ily”atthisorga
nization
4 Idonotfeel“em
otionallyattach
ed”tothisorgani
zation
5 Thisorganizati
onhasagreatdea
lofpersonalmea
ningforme.
6 Idonotfeelastro
ngsenseofbelo
ngingtothisorg
anizationmake
s
7 Itwouldbevery
hardformetolea
vemyjobatthiso
rganizationrigh
tnowevenifI
wanted to.
8
Toomuchofmyl
ifewouldbedisr
uptedifIleavem
yorganization
9 Rightnow,stayi
ngwithmyjobat
thisorganizatio
nisamatterofne
cessityasmuch
as desire.
10 IbelieveIhavet
oofewoptionst
oconsiderleavi
ngthisorganizat
ion
11 Oneofthefewn
egativeconseq
uencesofleavi
ngmyjobatthis
organization
wouldbethesc
arcityofavaila
blealternatives
elsewhere
12 Oneofthemajor
reasonsIcontin
uetoworkforthi
sorganizationis
thatleaving
wouldrequirec
onsiderableper
sonalsacrifice
13 Idonotfeelanyo
bligationtorem
ainwithmyorga
nization
14 Evenifitwereto
myadvantage,I
donotfeelitwou
ldberighttoleav
e
15 Iwouldfeelguilt
yifIleftthisorga
nizationnow.
16 Thisorganizati
ondeservesmyl
oyalty.
17 Iwouldnotleav
emyorganizati
onrightnowbec
auseofmysense
ofobligationto
it.
18 Ioweagreatdeal
tothisorganizat
ion
RETENTION
S QUESTI STRONG DISAGR NEUTR AGR STRONG

L ON LY EE AL EE LY
N DISAGR AGREE
O EE
Iamplanni
19 ngonwork
ingforano
thercomp
anywithin
aperiodof
threeyear
slittle
concern
for me
Withinthis
company
20 myworkgi
vesmesatis
faction
21 IfIwantedt
odoanothe
rjoborfunc
tion,Iwoul
dlookatfirs
tatthepossi
bilities
within this
company
22 Iseeafutur
eformyself
withinthis
company
23 Itdoesn’tmatt
erifIamworki
ngforthiscom
panyoranothe
r,aslongasIha
vework
24
Ifitwereup
tome,Iwill
definitely
beworkin
gforthisco
mpanyfort
henextfive
years
25 IfIcouldsta
rtoveragai
n,Iwouldc
hoosetowo
rkforanoth
ercompan
y
26 IfIreceived
anattractiv
eJobofferfr
omanother
company,I
wouldtake
theJob
27 TheworkIa
mdoingisv
eryimporta
nttome
28 Iloveworki
ngforthisc
ompany

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A Study on Organizational commitment and

Retention among Millennial Generation

Register No:MA HRM 2015782022015

In partial fulfillment of the requirement for the award of the Degree

MASTER OF ARTS IN HUMAN RESOURCES MANAGEMENT

Under the guidance of

Dr.P. Mohana, MA (HRM), MBA, M.Phil., PhD

P.G. DEPARTMENT OF HUMAN RESOURCES MANAGEMENT

MADRAS SCHOOL OF SOCIAL WORK

No 32, CASA MAJOR ROAD,EGMORE

This is to certify that the project titled A Study on Organizational commitment

Signature of the HOD Signature of the Guide

Signature of the Principal

Signature of the Guide Signature of the Student

CHAPTER NO. TITLE PAGE NO.

TABLE NO. PAGE NO

4.1.1 Age wise classification 38

4.1.2 Job level classification 39

4.1.11 Disrupted life on leaving the organization 48

4.1.12 Job at this organization is a matter of necessity as much as a 49

4.1.14 Not leaving the organization due to scarcity of available 51

4.1.15 Leaving would require considerable personal sacrifice 52

Work for another company if they could start over again. 65

CHART NO. PAGE NO

4.1.1 Age wise classification 38

4.1.2 Job level classification 39

4.1.11 Disrupted life on leaving the organization 48

4.1.12 Job at this organization is a matter of necessity as much as a 49

4.1.14 Not leaving the organization due to scarcity of available 51

4.1.15 Leaving would require considerable personal sacrifice 52

Work for another company if they could start over again. 65

Organizational commitment is the view of psychological attachment of an employee for the

“Retention is a voluntary move by an organization to create an environment which engages employees

Data Analysis and Interpretation

2.1 THEORITICAL REVIEW - ORGANIZATIONAL COMMITMENT

Job Characteristics Organizational

ORGANIZATIONAL COMMITMENT MODEL.

Satisfiers include the job, promotion, achievement, responsibility and recognition.

Employee Retention Connection's model co ncentrates on applied organizational experience

Integrated System for Retaining Employees:

2.2.2 EMPLOYEE RETENTION- REVIEW OF LITERATURE

7) Eva Kyndt& Filip Dochy& Maya Michielsen&BastiaanMoeyaert (2009) This investigation

3.2.2. SECONDARY OBJECTIVE

• To study the influence of Organizational commitment on Retention

H0: There is no significant influence of Organizational commitment on Retention

H1: There is significant influence of Organizational commitment on Retention

H0: Affective commitment has no significant influence on Retention

H1: Affective commitment has significant influence on Retention

H0: Continuance commitment has no significant influence on Retention

H1: Continuance commitment has significant influence on Retention

H0: Normative commitment has no significant influence on Retention

H1: Normative commitment has significant influence on Retention

Independent Variable: An independent variable is changed or controlled in a scientific experiment to

According to Meyer & Allen,Organizational commitment is defined as “a psychological state that

According to Chaminade, “Retention is a voluntary move by an organization to create an environment

Continuance Commitment: This is bound up in a very idiocentric and calculative decisionmaking

Importance of Employee Retention:

A research design is a step-by-step approach used by a researcher to conduct a scientific study. It

3.6 SAMPLING METHOD

3.8 SAMPLE SIZE

Data Analysis is done using SPSS -IBM TOOL software.

SIMPLE LINEAR REGRESSION

Cronbach's Alpha N of Items