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A STUDY ON EMPLOYEE RETENTION STRATEGIES WITH REFERENCE TO SANDCUBE ANALYTICS PVT LTD
CHAPTER-I
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY:
Employee Retention involves taking measures to encourage employees to remain in

the organization for the maximum period of time. It is a process in which the
employees are encouraged to remain with the organization for the maximum period of
time or until the completion of the project. Employee retention is beneficial for the
organization as well as the employee. Effective employee retention is a systematic
effort by employers to create and foster an environment that encourages current
employees to remain employed, by having policies and practices in place that address
their diverse needs. Retention of key employees is critical to the long-term health and
success of any organization. It is a known fact that retaining the best employees
ensures customer satisfaction, increased product sales, satisfied colleagues and
reporting staff, effective succession planning, and deeply embedded organizational
knowledge and learning. Employee retention matters, as organizational issues such as
training time and investment, lost knowledge, insecure employees, and a costly
candidate search are involved. Hence, failing to retain a key employee is a costly
proposition for an organization. Various estimates suggest that losing a middle
manager in most organizations costs up to five times his salary. Corporate is facing a
lot of problems in employee retention these days. Hiring knowledgeable people for the
job is essential for an employer, but retention is even more important than hiring.
There is no dearth of opportunities for a talented person. There are many organizations
which are looking for such employees. If a person is not satisfied by the job he’s doing,
he may switch over to some other more suitable job. In today’s environment it
becomes very important for organizations to retain their employees. The top
organizations are on the top because they value their employees and they know how to
keep them glued to the organization. Intelligent employers always realize the
importance of retaining the best talent. Retaining talent has never been so important in
the Indian scenario; however, things have changed in recent years. In prominent Indian
metros at least, there is no dearth of opportunities for the best in the business, or even
for the second or third best. Retention of key employees and treating attrition troubles
has never been so important to companies. In an intensely competitive environment
GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 1

where HR managers are poaching from each other, organizations can either hold on to
their employees tight or lose them to competition. For gone are the days when
employees would stick to an employer for years for want of a better choice. Now,
opportunities are abound. Employees stay and leave organizations for some reasons.
The reason may be personal or professional. These reasons should be understood by
the employer and should be taken care of. The organizations are becoming aware of
these reasons and adopting many strategies for employee retention. A strong retention
strategy, therefore, becomes a powerful recruitment tool.
Employee retention is a new era of modern technology and competitive business

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

over replacing cost of another employee contribute a lot to the organization. It is the
need of the hour that HR managers should identify the needs of the employee and then
devises the retention strategies. One strategy does not fit to all as different individuals
have different priorities. HR professionals face the vital challenge to retain talented
employees. Employee retention is very critical to the long-term health of any
organization. When an organization loses its talented employee it lefts a negative
impact on innovation, customer satisfaction, knowledge gain during the past years and
on the profitability of the organization. More over replacing cost of another employee
contribute a lot to the organization.
1.1.1 Definition of the study
The organizations want to hold the valued employees. Many approaches are used in
this regard. The one approach sees success in rewards the second in making jobs more
valuable (training and advancement).
- Jim Collins
The relationship between the employee’s job performance and their retention also
differ significantly with organizational culture values. The cultural effects were
stronger than the combined influences of the labour market and the new employees’
demographic characteristics.
- John e. Sheridan

1.2 INDUSTRY PROFILE:
1.2.1 SOFTWARE INDUSTRY IN INDIA – A PROFILE
Indian software industry has been witnessing a phenomenal growth for the last three
decades. The software industry is expected to play a vital role in the growth of Indian
Economy. However, the ability of the software industry to sustain its growth will
depend upon its ability to integrate needs of its international customers and aspirations
of Indian software professionals. Software professionals from India aspire for and are
capable of being global citizens. Based on in-depth analysis, this Research explores the
human issues being experienced by Indian software organizations. It also suggests to
overcome some of the human challenges to make this field the safest field. But at the
same time, this field is having much more problems which make the IT as an unstable
one. This is because of lack of planning and not able to fulfil the expectations and
requirements of Human Resource Management.
1.2.2 GROWTH OF INDIA'S IT INDUSTRY
India's IT industry has recorded phenomenal growth over the last decade. During the
period from 1992-2001, the compounded annual growth rate of the Indian IT services
industry has been over 50%. The software sector in India has grown at almost double
the rate of the US software sector. The statistics of the India's IT industry substantiates
the huge momentum acquired by the IT sector in the recent past. During the financial
year 2000-2001, the software industry in India accounted for $8.26 billion. The
corresponding figure was $100 million 10 years back.
The year 2008 was marked by unprecedented global economic crisis. The Global
economy slipped into severe recession in 2008 inflicted by a massive financial crisis
and acute loss of confidence. This has cast its shadow on the Indian economy, which is
estimated to grow at 6.7 per cent in 2008-09 as compared to 9.0 per cent in the fiscal
year 2007-08.
In spite of this uncertain global outlook, the Indian Information Technology Business
Process Outsourcing (IT-BPO) industry was able to achieve sustainable growth in the
fiscal year 2008-09. The revenue aggregate of IT-BPO industry is expected to grow by
over 12 per cent and reach US $ 71.7 billion in 2008-09 as compared to US $ 64
billion in 2007-08. Industry performance was marked by sustained double-digit

revenue growth, steady expansion into newer service lines and increased geographic
penetration. The Indian software and services exports including ITES-BPO exports is
estimated at US $ 47 billion in 2008- 09, as compared to US $ 40.4 billion in 2007-08,
an increase of 16.3 per cent. The IT services exports is estimated to be US $ 26.9
billion in 2008- 09 as compared to US $ 23.1 billion in 2007-08, showing a growth of
16.5 per cent in 2008-09. ITES-BPO exports is estimated to grow from US $ 10.9
billion in 2007-08 to US $ 12.8 billion in 2008-09, a year-on-year (Y-o-Y) growth of
over 17.4 per cent. It has created immense opportunities for employment and has
contributed to the growth of National Income. It has also spawned the mushrooming of
several ancillary industries such as transportation, real estate, catering and has created
a rising class of young consumers with high disposable incomes, triggered a rise in
direct-tax collections and propelled an increase in consumer spending.
The total IT Software and Services employment is expected to reach 2.23 million in
2008-09 (excluding employment in Hardware sector), as against 2.01 million in 2007-
08, a growth of 10.9 per cent Y-o-Y. This represents a net addition of 226,000
professionals to the industry employee base in 2008-09. The indirect employment
attributed to the sector is estimated to be about 8.0 million. The industry has also set a
precedent for talent practices in India. It has created career opportunities for the youth,
provided global exposure and offered extensive training and development.
Furthermore, the industry has been a frontrunner in diversity at the workplace (over 30
per cent of employees are women; over 60 per cent of industry players employ
differently abled people). The IT- industry’s contribution to the national GDP is
estimated to increase from 5.5 per cent in 2007-08 to 5.8 per cent in 2008-09. The

growth of India's IT sector has brought about many other positive changes in the Indian
economy.
The purchasing power of a large section of Indian population has increased

dramatically. This has resulted in an increase in the average standard of living of the
majority of population of the country. The increase in purchasing power of the
common people has propelled the growth rate of the other sectors of the economy as
well.
1.2.3 HUMAN RESOURCES IN THE SOFTWARE INDUSTRY:
The following statements characterize the Human Resources in the Software Industry:
 The Human Resource function plays a key and very important role, as it is a
‘People Centered’ organization.
 Employees are’ knowledge workers’. Majority of them are qualified
professionals and then were toppers in colleges and are very ambitious and so,
they seek a fast track career.
 They expect challenges from the start, highly creative, highly sensitive,
motivation is the key for performance.
 Prefer informal environment, openness /trust.

 About 25 to 30% proceed to United States at the earliest; hence all actions
aimed towards this move. All this is driven by peer pressure, life style, savings
and improvement in their profile.
 Basically, performance driven organization.
1.2.4 ISSUES IN THE SOFTWARE INDUSTRY

The Indian software industry is currently in a situation where most companies have
more projects than they can handle i.e. they do not have the necessary human resources
to satisfy the potential demand for their services. At the same time, in most companies
it is observed that the capacity utilization of the manpower is not satisfactory high i.e.
there is significant bench-time for a resource. This paradox has persisted because of
lopsided manpower planning, hiring and staffing practices. Seen in the frame work of
the newsboy problem, the cost of overstocking of human resources is not high enough
compared to the cost of under stocking, which leads to the phenomenon of companies
recruiting people for a project much before they have contracted that project..
Moreover, if the software industry is to be successful in the longer term, it is
imperative that companies move up to IT value chain from activities such as
maintenance, offshore development and sub-contracting to systems integration, process
improvement and strategic IT consulting. In order to accomplish this, they need access
to a manpower base, which is skilled not only in technology but also has thorough
knowledge of business and management processes and practices. This manpower base
is still underdeveloped in India and unless there are initiatives taken by all the major
players, including the Government, the industry will fail to exploit the growth
potential. Within the HR planning function, there is the issue of classifying resources
in order to enable efficient project staffing. Due to the explosion of technologies in the
information space, it has become increasingly difficult for companies to translate
project requirements into manpower requirements and consequently skill requirements
and at the same time organize complementary skills into sets, which can then be
treated as resource competencies. For example, in one of the big software companies,
which was studied, there were more than 100 skills that were listed as the
competencies of the resources – to group these skills in a manner that would enable
clustering of resources is a challenging task.

1.2.5 Employee Turnover: A Major Challenge in Today’s Software Industry

IT market is fast growing day by day in the world. Due to this scenario IT employees
demand ratio increasing and it’s create new job in market. Many organisations are
developing and expanding their business on national and international level. That mean
new job openings are awaiting and job opportunity ratio increase for IT professional.
Now days’ IT people got high package job very easily. After getting this job how many
IT professional could do this same job for long time? No one knows the answer. New
company offering attractive pay packages and people change their job. There are so
many reasons behind employee job change.
This days IT employee’s turnover has been major issue in Indian IT industry. It has
been noted IT professionals are frequently change their job in compare to other
Industry’s employee. Therefore, this high turnover trend is found in IT industry.
Because of turnover of highly skilled employees can be very expensive and disruptive
for firms and its affected to their business. Losing highly skilled staff members may
incur substantial costs connected with planning, advertising, recruiting, re-skilling and
train a new staff. This process is time taking and expensive process. These process
hidden costs are associated with difficulties completing projects and disruptions in
team-based work environments.
When new employees join the company then new employee is not aware with
company’s other employees, management and work environment. Senior colleagues are
spend some time and providing some training and information about company.
Management and HR department fix their job profile and benefits. Old colleagues work
some day with new employee and try to set in new work environment. Means company
spent time and money behind the new employee to set them in organisation. These new
employees spend some time in this organisation and leave the job. Company take a new
employee and do this process again. Now days, this is a general scenario in IT industry.
This situation deeply affected on company’s business and his work quality. Its break
company’s process cycle and company’s not full fill his commitment to client on time.
End of the day company loose his employees, business, client and his market
reputation.

So one employee left from current job it disturbed to all company process. Company try
to find out its synonyms but its take some time. In between that time there are chances
of loose company’s time, business, commitment, profit and reputation. Only one
employee left from job that is disturbed company process cycle. So all employee are
important for every organisation.
Indian IT industry’s main and critical issue is experience and current employee is
important for organisation. Company hire a new employee then they have to start from
bottom with new employees. Company have to search & hire new employee, give a
training and knowledge to new employee and its take time. After this process
organisation don’t know How potential new employee for them? IT industry working
on deadline and old employee replacement is time taking process. In between new and
old employees process some time company miss the deadline. They not full fill the
client requirement. These issues are affected on company reputation, business and cost.
They create negative effect on client mind. So, company is trying to pull old employees
in his organisation and new company give a more offer to employees.
Some of the following reasons are play important role in employee job change. These
reasons are founded by examination for employee turnover in Indian IT industry.
Employee change their job for:
 Better compensation and Benefit
 Poor relationship with Management
 Location Problem
 Job Satisfaction
 Language problem
 Chang in Work & Life
 Switching to New Technology
 Overseas Opportunities

 Flexible Working hours
 Company Image
 Job Security
 Interpersonal Relationship
1.3 Importance of the study:
Employee Retention refers to the techniques employed by the management to help the
employees stay with the organization for a longer period of time. Employee retention
strategies go a long way in motivating the employees so that they stick to the
organization for the maximum time and contribute effectively. Sincere efforts must be
taken to ensure growth and learning for the employees in their current assignments and
for them to enjoy their work.
1.4 Let us understand why retaining a valuable employee is essential for an

organization:
 Hiring is not an easy process: The HR Professional shortlists few individuals from
a large pool of talent, conducts preliminary interviews and eventually forwards it to
the respective line managers who further grill them to judge whether they are fit for
the organization or not. Recruiting the right candidate is a time-consuming process.
 An organization invests time and money in grooming an individual and makes

him ready to work and understand the corporate culture: A new joiner is
completely raw and the management really has to work hard to train him for his
overall development. It is a complete wastage of time and money when an
individual leaves an organization all of a sudden. The HR has to start the
recruitment process all over again for the same vacancy; a mere duplication of
work. Finding a right employee for an organization is a tedious job and all efforts
simply go waste when the employee leaves.

 When an individual resigns from his present organization, it is more likely that
he would join the competitors: In such cases, employees tend to take all the
strategies, policies from the current organization to the new one. Individuals take all
the important data, information and statistics to their new organization and in some
cases even leak the secrets of the previous organization. To avoid such cases, it is
essential that the new joinee is made to sign a document which stops him from
passing on any information even if he leaves the organization. Strict policy should
be made which prevents the employees to join the competitors. This is an effective
way to retain the employees.
 The employees working for a longer period of time are more familiar with the
company’s policies, guidelines and thus they adjust better: They perform better
than individuals who change jobs frequently. Employees who spend a considerable
time in an organization know the organization in and out and thus are in a position
to contribute effectively.
 Every individual need time to adjust with others: One needs time to know his
team members well, be friendly with them and eventually trust them. Organizations
are always benefited when the employees are compatible with each other and
discuss things among themselves to come out with something beneficial for all.
When a new individual replaces an existing employee, adjustment problems crop
up. Individuals find it really difficult to establish a comfort level with the other
person. After striking a rapport with an existing employee, it is a challenge for the
employees to adjust with someone new and most importantly trust him. It is a
human tendency to compare a new joinee with the previous employees and always
find faults in him.
 It has been observed that individuals sticking to an organization for a longer

span are more loyal towards the management and the organization: They enjoy
all kinds of benefits from the organization and as a result are more attached to it.

They hardly badmouth their organization and always think in favour of the
management. For them the organization comes first and all other things later.
 It is essential for the organization to retain the valuable employees showing

potential: Every organization needs hardworking and talented employees who can
really come out with something creative and different. No organization can survive
if all the top performers quit. It is essential for the organization to retain those
employees who really work hard and are indispensable for the system.
1.5 Objective of the study:
 To study the problems of the employees in SandCube Analytics Private Limited,

Bangalore.
 To study why people are leaving the organization and to know the ways to retain
employees.
 To study various factors that helps in employee retention.
 To offer suggestion the employee retention of SandCube Analytics Private Limited,
Bangalore.
1.6 Background of the Study:
The retention of employees has been shown to be significant to the development and
the accomplishment of the organization’s goals and objectives. Retention of
Employees can be a vital source of competitive advantage for any organization. This
study attempted to explore the main factors that contribute to employee Retention
existing in the private sector. The next paragraphs discuss the Background of the study
by clarifying the theoretical framework for the main Problems with employee
retention.
Today, changes in technology, global economics, trade agreements, and the like are
directly affecting employee/employer relationships. “Until recently, loyalty was the
cornerstone of that relationship. The loss of talented employees may be very
Detrimental to the company’s future success. Outstanding employees may leave an
Organization because they become dissatisfied, under paid or unmotivated, and while

trying to retain employees within the organization they may present other challenges as
well. They may demand higher wages, not comply with organization practices, and not
interact well with their co-workers or comply with their managers’ directions.
1.7 STATEMENT OF THE PROBLEM
Employees are an asset of an organization. The more time an employee spends in an

organization, the more experienced the employee gets and becomes more valuable to
the organization. Companies make a great deal of investment in hiring an employee.
This includes advertisements for the job vacancies, paying the recruiter, time and effort
spent in conducting interviews and selection etc. Also, when an employee joins an
organization, he/she is not as productive to the organization because he/she is not
familiar with the systems and procedures of the organization and in fill-time jobs it
takes at least couple of months for the employee to get himself/herself aligned with the
organization. The discussion so far does not take into account the fact that there might
be gaps in knowledge of the employee relating to technology and skill set required for
the job. If so, it takes the company considerable amount of resources to train the
employee. Hiring and training an employee is only a first step. Building awareness of
the importance of employee retention is essential. The costs associated with employee
turnover can include loss of customers and business as well as damaged morale. In
addition, there are costs incurred in screening, verifying credentials and references,
interviewing, hiring and training a new employee. The direct and indirect costs
associated with employee turnover can range between 70 to 200 per cent of salary.
Thus, Retention of employees is critical to the long-term health and success of any
organization. It is a known fact that retaining your best employees ensures customer
satisfaction, increased product sales, satisfied colleagues and reporting staff, effective
succession planning and deeply imbedded organizational knowledge and learning.
Individuals and organizations both aim at satisfying their needs. However there exists a
gap between the organizational and individual goals, this creates a major problem
between employer and employee relation. So the organizations have to take steps to
reduce these discrepancies so that retention of employee will be high for any
organization. The individuals should also realize their actual needs and should inform
the management for betterment of their career. Attrition rates are higher in any
organization where human resources are undervalued, any organization which aims for

higher retention should concentrate on retention as a key factor. However, there are no
fixed practices that show the relevance and significance as to how to retain employees
and keep them committed towards the organization because employers lay different
emphasis on different variables depending on what suits their organization best.
Moreover, it is also essential to understand opinion of employees towards various
employee retention strategies such they can be retained for longer period. Studies by
researchers in the United States have enabled the employers to benefit in managing the
attrition and retention. Roger E. Herman (1991) and Gregory P Smith (2007) have
written at length on the Employee Retention Strategies during the last two decades and
the industrial organizations in United States have followed by them and had immensely
benefitted. Both these works together give an exhaustive list of strategies to retain
employees in their jobs which could be adopted by any employer with or without
modification. In this context, this study assesses the degree of agreeableness of the
software employees working in Bangalore city on the employee retention strategies
followed in their organizations. The Research study focuses on Perceptions of
employees on retention strategies, perceptions of employees with respect to Job levels
and to identify the best retention strategies followed in the industry. Though studying
the employee perception with reference to demographic variable is a part of the study it
is included as an objective because they are found to be influencing factors in the pilot
study.
1.8 Need of the study:
The researcher attempts to determine employee's retention in the SandCube Analytics

Private Limited, Bangalore. This study is designed to explore the main retention
factors for SandCube Analytics Private Limited employees. The researcher also made
an attempt to understanding about Employee's satisfaction.
Employers have a need to keep employees from leaving and going to work for other
companies. This is true because of the great costs associated with hiring and retraining
new employees. The best way to retain employees is by providing them with job
satisfaction and opportunities for advancement in their careers. The saying, good help
is hard to find, is even truer these days than ever before because the job market is
becoming increasingly tight. Employers are fighting to get talented employees in order
to maintain a prosperous business. They believe that today’s employees pose a

complete new set of challenges, especially when businesses are forced to confront one
of the tightest labor markets in decades. Therefore, it is getting more difficult to retain
employees, as the pool of talent is becoming more-and more tapped-out. The research
below, which focuses primarily on employee retention through job satisfaction,
supports this contention
Every person will have his or her own definition of what it means to be satisfied
with a job. Studies show that employees who are satisfied with their jobs are more
productive, creative and be more likely to be retained by the company. Research
has shown that there may be many environmental features that can be created and
maintained to give employees job satisfaction. Pay and benefits, communication,
motivation, justice and leisure time all seem to play a part as to whether employees are
satisfied with their jobs, according to studies. The second goal of this research is to
help readers find his or her definition of job satisfaction. There is a definite need to
analyze the elements of employee retention through job satisfaction. Considering the
positive effects on the economy that can be derived from satisfied-happy employees.
Promotional materials for presentation can be created, highlighting these
recommendations for employee satisfaction practices for both employers and
employees.

CHAPTER-II
REVIEW OF LITERATURE AND RESEARCH DESIGN
2.1 REVIEW OF LITERATURE:
Muhammad Umer: Investigate the impact of variables (career development,

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

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

Klara Nelson: Illuminates significant relationships between three major knowledge

management (KM) design dimensions and the perceived ability of 150 organizations to
retain their knowledge workers. Knowledge worker retention is a critical challenge for
today’s organizations as they face increasing global competition with its demands for
even more such workers, while dramatically shifting workforce demographics hasten
their exit. KM design initiatives that accelerate knowledge creation, acquisition, and
particularly knowledge capture, sharing and retention, are receiving unprecedented
levels of investment as a result. While many
factors impact organization financial performance; this research indicates that

successful knowledge worker retention is significantly related with higher reported
financial performance. The implications of these results are noted.
Dr. Nafees A. Khan: Retention of Key employees is critical to the long-term health
and success of any organization. It is a known fact that retaining the best employees,
ensures customer satisfaction, increased product sales, satisfied colleagues and
reporting staff, effective succession planning and deeply imbedded organizational
knowledge and learning. Now days companies are struggling to retain employees. As
employee attrition has continuously been on increase, and its coeval phenomenon of
employee retention has become an evolving concept. The ultimate solution to the ever-
increasing employee attrition is to increase employee engagement/ involvement in the
organizations.
Atif Anis: Employee retention is a critical aspect for every company regarding
competitive advantage because human resource is the most critical asset of today’s
modern world. Other resources can be arranged effortlessly but to get efficient and
retain talented human capital is the most difficult task. Therefore, organizations are
now more focused towards employee retention. Organizations use different HR
techniques for retention. Our main emphasis is on compensation packages after
employee training and development practices for retention purposes. We will also see
how a relaxed work environment will help in the retention of employees. For this
purpose, we conducted this study in Lahore and collected data from corporate groups.
The numbers of respondents in our study are 330. For analysis we used the structural
equation modelling technique with the use of AMOS 18.0. In this study, we used
compensation as the mediating variable between the training and retention of

employees. Results reveal that retaining employee’s long term, after their training and
development has been completed, without increasing their compensations is not as
favourable as when compensation is increased to reflect the completion ability to apply
their field related skills and capabilities.
Ijaz-Ur-Rehman: Comprehensive survey to date of labour turnover and employee

loyalty in New Zealand. In terms of the reasons for employee turnover, the study
demonstrates that motivation for job change is multidimensional: no one factor will
explain it. While interesting work is the strongest attractor and retainer in the labour
market, the results also show that there is a strong employee expectation that
management should make personnel decisions based on merit, demonstrate that
extrinsic rewards (such as pay, promotion and security) play a role in both employee
retention and turnover, lend support to the idea that there is growing concern with
work–life balance, and underline the retention value of good relationships with co-
workers and supervisors. The results demonstrate that employee turnover is not riskless
for individuals: some benefit a lot (for example, in finding worthwhile promotion),
while others do badly out of it. The study offers suggestions for improving retention in
firms with dysfunctional employee turnover.
Ward Whitt: A mathematical model is developed to help analyse the Benet in contact
centre performance obtained from increasing employee (agent) retention, by increasing
agent job satisfaction. The contact centre performance" may be restricted to a
traditional productivity measure such as the number of calls answered per hour or it
may include a broader measure of the quality of service, e.g., revenue earned per hour
or the number of problems successfully resolved per hour. The analysis is based on an
idealized model of a contact centre, in which the number of employed agents is
constant over time, assuming that a new agent is immediately hired to replace each
departing agent. The agent employment periods are assumed to be independent and
identically distributed random variables with a general agent-retention probability
distribution, which depends upon management policy and actions. The steady-state
staff experience distribution is obtained from the agent-retention distribution by
applying renewal theory. An increasing real-valued function specifies the average
performance as a function of agent experience. Convenient closed-form expressions for
the overall performance as a function of model elements are derived when either the

agent-retention distribution or the performance function has exponential structure.

Management actions may cause the agentretention distribution to change. The model
describes the consequences of such changes upon the long-run average staff experience
and the long-run average performance.
Aaisha Arbab Khan: Identify factors reducing employee turnover and to explore the
impact of retention strategies on workforce. Serena Hotel, Faisalabad, Pakistan was
selected as sample for this study because of its uniqueness in practicing modern HR
techniques. The research was based on case study method; for this purpose, thirty
surveys and six face to face interviews with key personnel were carried out. A total of
36 respondents were selected within the population of 285. Variables like HR
strategies, work place environment, training and development, and compensation were
found more effective in employee retention at Serena Faisalabad. The study revealed
that for higher control over retention, management must work over monetary rewards
and career progression. Overall, current HR practices at Serena may be benchmarked
by others to decrease turnover.
William A. Brown: Non-profit organizations rely on the mission to attract resources

and guide decision making. Increasingly, mission statements are recognized as a strong
management tool that can motivate employees and keep them focused on the
organization’s purpose. This research investigated employee attitudes toward the
mission in a youth and recreation service organization. In general, the employees
expressed positive attitudes toward the organization’s mission, and those attitudes were
related to employee satisfaction and intentions to remain with the organization.
However, dissatisfaction with pay tended to override employee’s mission attachment as
explanation of why they may leave the organization. The implication is that mission
might be salient in attracting employees but less effective in retaining them.
Muhammad Hassan: Employee retention is the vital challenge in all organizations. He

focused on one industry that is the leather industry of Pakistan which is facing the same
problem of retention of employees due to many reasons. As Leather industry is the third

largest export earning sector in Pakistan so these reasons are discussed in detail. The
turnover rate in Leather Industry of Pakistan is around 25 – 30% annually, its observed
that mostly second line managers change their job’s for high salaries offer, recognition,
authority and also to seek for more knowledge and to get more competitive edge in
terms of processing; In tanneries its critical and alarming because of the process and
article secrecy. In order to achieve competitive advantage, maximum utilization of
resources and to get organizational efficiency employees must be retained in a true
spirit in order to cope with all these conditions. In this paper the authors tried to know
the reasons behind this dilemma that how employees can be retained and some
suggestions were given to deal with it. One edge of this paper is that one of the author
belongs to the same industry i.e. leather industry.
2.1.2 What is Employee Retention Today?
According to The HR Priorities Survey from ORC Worldwide an HR consulting

and data services firm, nearly 62 percent of respondents to their survey opined that
talent management will be the most pressing strategic issue they face in year. The
findings of the survey also indicated that 33 percent of talent management programs
include workforce acquisition, assessment, development, and retention as areas that will
consume most of the survey respondents' time this year 2007. Retention has
emerged as the focus of much time and attention in recent years, particularly as part of
talent management programs, and so much is known about it that the HR practitioner
who tries to integrate it into a talent program may grow bewildered by the huge volume
of research about it.
Employee retention is more than just keeping employees on the job. It is also
about sustaining employees, primarily by enhancing their job satisfaction. Job
satisfaction, in turn, can increase productivity and keep employees energized and
motivated to give their best. Job satisfaction can equate to employees who stick with
their current employer and strive to perform at or above expectations and standards.
Employee retention is commonly considered to mean the ability to maintain a stable
workforce. It is often linked to morale and to organizational productivity. Retention is

thus the opposite of turnover, a well-known concept. In addition the perception of

having a job for life in a public sector role no longer exists. The trend for the younger
generation of workers is to shift from job to job and this is becoming a norm of society.
Companies that can recruit the best talent and retain them will have an edge in the long
run. “Today talented persons are like frogs in a wheelbarrow, which can jump at any
point of time when they sense opportunities”. Reasons for its Increasing Relevance:
Average employee turnover is 14.4% annually, according to the Bureau of National

Affairs. And, turnover rates are on the rise, the Bureau now reports; turnover also varies
widely among different industries. The blow to morale and increased job stress
when remaining employees are burdened with the distribution of the departed
employee’s workload, the negative impact on customer service is a direct result of their
high turnover. Replacement costs for a departing employee are estimated at one-
third of his or her salary. Even at the former minimum wage, the cost to replace an
employee is $3,700. The US Department of Labor’s Bureau of Labor Statistics
estimates average costs to replace a worker in private industry at $13,996. This also
leads to future turnover of employees who are lured to other organizations by their
friends who have departed. Estimates have determined that lost knowledge that
leaves with the departing employee can be as high as 50% of the exiting employee’s
salary for one year of service; and, this figure grows by 10% for each year of
employment. On average, 30% of a financial advisor’s clients will move with
their advisor if he or she changes firms. Taking a fairly conservative estimate that the
financial loss from one employee is equal to his or her annual salary, the negative
financial impact of turnover to the bottom line can be substantial. In-depth
interviews by the Gallup Organization of over 80,000 managers in over 400
organizations and offers the following finding: “<It tells us that people leave managers,
not companies. So much money has been thrown at the challenge of keeping good
people in the form of better pay, better perks, and better training when, in the end,
turnover is mostly a manager issue. If you have a turnover problem, look first to your
managers.”
William M. Mercer, Inc. (1998) discovered, when surveying 206 medium to large
companies in 1998, businesses high turnover often lost employees because of
dissatisfaction with compensation.

Research on the impact of unemployment rates as a proxy for actual opportunities in

employee turnover revealed that unemployment rates affected the job
satisfaction/turnover intent relationship but not actual turnover (Kirshenbaum &
ManoNegrin, 1999).
Elangovan (2001) noted that the notion of job satisfaction and organizational
commitment being causally related has not been incorporated in most turnover models.
His study indicated there were strong causal links between stress and satisfaction
(higher stress leads to lower satisfaction) and between satisfaction and commitment
(lower satisfaction leads to lower commitment). He further noted a reciprocal
relationship between commitment and turnover intentions A recent study of turnover by
Boxall et al (2003) in New Zealand confirmed the view that motivation for job change
is multidimensional and that no one factor will explain it.
2.1.3 STUDY SUGGESTS EMPLOYEES LEAVE BOSSES, NOT JOBS
Careful selection of employees and managers can have a huge impact on your
employee retention efforts and employee turnover costs at your organization. It has
been said more than once, and for good reason, that employees leave their bosses - not
their jobs. A Florida State University study scheduled for full release in the Fall 2007
issue of Leadership Quarterly confirms this. The study shows that 40% of employees
work for bad bosses based on survey results. The reasons that employers score poorly
are varied and many:
 39% of workers said their supervisor failed to keep promises.

 37% indicated their supervisor failed to give credit when due.
 31% said their supervisor gave them the "silent treatment" during the past year.
 27% report their supervisor made negative comments about them to other
employees or managers.
 24% indicated their boss invaded their privacy.
 23% said their supervisor blamed other to cover up personal mistakes or minimize
embarrassment.

So what does this all boil down to? The effects of having bad bosses in your
organization can be devastating. High turnover, poor employee morale, employee theft,
diminished customer service, substandard employee performance, lower production,
and an organizational culture of fear and mistrust can all be blamed in part on poor
bosses and managers. The costs of having poor managers and bosses can be incredible.
Consider the cost of employee turnover, which is different for all industries and
positions, but has been roughly estimated at $15,000 - $17,000 per employee in low to
moderately skilled positions.
There are various HR issues that corporate deals:
1. EMPLOYEE TURNOVER
2. ATTRITION
These basic needs other than routine and future HR tasks are to be taken care of on
Priority before it becomes late.
2.1.4 WHY PEOPLE LEAVE THEIR JOB?
With retention being such a high priority, why are people leaving organizations? Some
literature suggests that people leave their jobs for a wide variety of reasons, including:
1. Unmet expectations
2. Inappropriate fit for the role
3. Lack of fit with company culture
4. Lack of sufficient opportunities for growth and advancement
5. Inadequate recognition and appreciation
6. Problems with a manager or supervisor
7. Dissatisfaction with compensation
8. Stress
9. Lack of work/life balance

10. Lack of confidence in the company and/or leadership.
RETENTION INVOLVES FIVE MAJOR THINGS:
 Compensation
 Environment
 Growth
 Relationship
 Support
2.1.5 Retention Tools and Resources
 Employee Surveys:
By surveying employees, organizations can gain insight into the motivation,
engagement and satisfaction of their employees. It is important for organizations to
understand the perspective of the employee in order to create programs targeting any
particular issues that may impact employee retention.
 Exit Interviews:
By including exit interviews in the process of employee separation, organizations can
gain valuable insight into the workplace experience. Exit interviews allow the
organization to understand the triggers of the employee's desire to leave as well as the
aspects of their work that they enjoyed. The organization can then use this information
to make necessary changes to the necessary changes in company to retain top talent.
 Employee Retention Consultants:

An employee retention consultant can assist organizations in the process of retaining
top employees. Consultants can provide expertise on how to best identify the issues

within an organization that are related to turnover. Once identified, a consultant can
suggest programs or organizational changes to address these issues and may also assist
in the implementation of these programs or changes.
 Join, Stay, Leave Model:

For organizations and employers, understanding the environment is the first step to
developing a long-term retention strategy. Organizations should understand why
employees join, why they stay and why they leave an organization. This join, stay,
leave model is akin to a three-legged stool, meaning that without data on all three,
organizations will be unsuccessful in implementing a proper retention strategy.
 Why employees join:

The attractiveness of the position is usually what entices employees to join an
organization. However, recruiting candidates is only half the problem while retaining
employees is another. Understanding what your employees are looking for in the job
while simultaneously making sure your expectations are correct are both important
factors to address in the hiring process. High performing employees are more likely to
be retained when they are given realistic job previews. Organizations that attempt to
oversell the position or company are only contributing to their own detriment when
employees experience a discord between the position and what they were initially told.
 Why employees stay:

Understanding why employees stay with an organization is equally as important to
understanding why employees choose to leave. Recent studies have suggested that as
employees participate in their professional and community life, they develop a web of
connections and relationships. These relationships prompt employees to become more
embedded in their jobs and by leaving a job; this would sever or rearrange these social
networks. The more embedded employees are in an organization, the more they are
likely to stay. Organizations can ascertain why employees stay by conducting stay
interviews with top performers. A stay survey can help to take the pulse of an
organization's current work environment and its impact on their high performing
employees. Employers that are concerned with over-using stay interviews can achieve
the same result by favouring an ongoing dialogue with employees and asking them
critical questions pertaining to why they stay and what their goals are.

 Why employees leave:

By understanding the reasons behind why employees leave, organizations can better
cater to their existing workforce and influence these decisions in the future. Sometimes,
it is low satisfaction and commitment that initiates the withdrawal process, which
includes thoughts of quitting in search of more attractive alternatives. If administered
correctly, exit interviews can provide a great resource to why employees leave.
Typically, employees are stock in their responses because they fear being reprimanded
or jeopardizing any potential future reference. The most common reasons for why
employees leave are better pay, better hours and better opportunity. These typical
answers for leaving & often signal a much deeper issue that employers should
investigate further into. By asking relevant questions and perhaps utilizing a neutral
third-party provider to conduct the interview, employers can obtain more accurate and
quantifiable data.
2.1.6 Role of HR in Employee Retention:
An organization can't survive if the top performers quit. It needs employees who are
loyal and work hard with full dedication to achieve the organization's objective. It is
essential for the management to retain its valuable employees who think in favour of
the organization and contribute their level best. An employee who spends a longer
duration at any particular organization is familiar with the rules, guidelines and policies
of the organization and thus can adjust better.
The Human Resource team plays an important role in employee retention. Let us
find out their role in the same:
 Whenever an employee resigns from his current assignments, it is the responsibility

of the HR to intervene immediately to find out the reasons which prompted the
employee to resign. No one leaves an organization without a reason. There has to be
one and the human resource team must probe into it. There can be innumerable

reasons for an employee to leave his current job. The major ones being conflict with
the superiors, lesser salary, lack of growth, negative ambience and so on.
 It Is the duty of the HR to sit with the employee and discuss the various issuea face
to face. Understand his problems and listen to his side of the story as well.
Remember the HR should not focus on conducting exit interviews, rather more
emphasis should be laid on retaining the employees.
 Try to provide a solution to his problem. Hiring is a tedious process and it is really
very difficult to recruit the right candidate and train him once again. Do check the
track record of the employee who wishes to move on. It is really essential for the
management to retain those employees who have the potential and are really
indispensable for the organization. If they leave and join the competitors; the
organization would be at loss. If one feels that the employee is not very happy with
his team leader, try to shift him to a new team. If the employee feels his salary is
not justified, try to give him a hike but make sure he is worth it and you don't end
up upsetting others.
 The HR person must ensure that he is recruiting the right employee who actually
fits into the role. A right person doing the wrong job would never find his job
interesting and certainly look for a change. Make sure every individual has been
assigned responsibilities according to his specialization and interest. The employees
must be clear with their KRAs from the very beginning. Every individual works for
money and the HR must quote a justified salary acceptable to the other person.
Don't compel anyone to join at a lesser salary. He might join at that moment but
would most likely quit after sometime. The hike should be on the present salary and
must match the market trends and the expectations of the individual.
 The human resource department must conduct motivational activities at the

workplace. Organize various internal as well as external trainings which help the
employees to learn something extra apart from their routine work. Make them

participate in extracurricular activities important for their overall development.

Encourage them to interact with each other so that the comfort level increases.
 The HR must launch various incentive schemes for the top performers to motivate
them. This way the employees feel important for the organization and strive hard to
perform even better the next time. The employees who show promise should be
awarded with cash prizes, lucrative perks and certificates to make the individual
stand apart from the crowd. Send a mail wishing the employees on their birthdays
or congratulating them when they perform exceptionally well or come out with
something innovative. Arrange a small bouquet for them as a gift from the
organization's side. This way the employees feel attached to the organization and
are reluctant to look for a change. A friendly atmosphere is essential for the
employees to feel safe and secure. Make them participate in various management
decision making.
2.1.7 Factors influencing Employee retention in Software Industry.
1. Make career paths clearly visible.

The organizations which offer career and not jobs are able to retain employees to a
greater extent. Believe in the strategy of promoting from within, so that other
employees are motivated to stay back for the position they dream of. Moreover, make
these paths and careers easily visible to them.
2. Recognition can fulfil the self-actualization need.

Every person has the need to be appreciated for his/her efforts. Recognizing or
appreciating the work of employee boosts his morale and he feels that he is contributing
something to the organization.
3. Be more flexible.

Flexibility in terms of work timing and work itself can offer the advantage of retaining
employees. By allowing some flexibility in an employee's schedule you can allow his to
perform his off-job duties as well.
4. Make your company a place where people would want to come to work.
The work that is being done in the IT sector is mainly on computer, making the work
tiring and monotonous, creating a work environment which promotes positivity
includes clarifying the mission, communicating positive feelings, being fair and honest,
cultivating a feeling of family, promoting integrity, insisting on workplace safety,
reducing the number of meetings and most importantly- Making work fun rather than a
Load
5. Work-Life Strategy
Remember, only a happy employee will prove to be a productive employee, and in
spite of offering high salary, if the employee is not able to spend leisure time with his
family, he will not be satisfied with the work. So design policies which can offer work
life balance to employees, which can include compulsory paid leaves, fixing the time of
work, weekends off etc.
2.1.8 Challenges in Employee Retention
In the current scenario, a major challenge for an organization is to retain its valuable
and talented employees. The management can control the problem of employees
quitting the organization within no time to a great extent but can't put a complete full
stop to it. There are several challenges to it.
Let us understand the challenges to employee retention:
 Monetary dissatisfaction is one of the major reasons for an employee to look

for a change. Every organization has a salary budget for every employee which can
be raised to some extent but not beyond a certain limit. Retention becomes a
problem when an employee quotes an exceptionally high figure beyond the budget
of the organization and is just not willing to compromise.

 In the current scenario, where there is no dearth of opportunities, stopping

people to look for a change is a big challenge. Every organization tries its level
best to hire employees from the competitors and thus provide lucrative
opportunities to attract them. Employees become greedy for money and position
and thus look forward to changing the present job and join the competitors. No
amount of counselling helps in such cases and retaining employees becomes a
nightmare.
 Individuals speak all kind of lies during interviews to get a job. They might not
be proficient in branding but would simply say a yes to impress the recruiter and
grab the job. It is only later do people realize that there has been a mismatch and
thus look for a change. Problems arise whenever a right person is into a wrong
profile. An individual loses interest in work whenever he does something out of
compulsion. The human resource department should be very careful while
recruiting new employees. It is really important to get the reference check done for
better reliability and avoid confusions later.
 Some individuals have a tendency to get bored in a short span of time. They
might find a job really interesting in the beginning but soon find it monotonous and
look for a change. The management finds it difficult to convince the employees in
such cases
 Individuals must also understand that every organization has some or the other
problem and adjustment is required everywhere.
2.1.9 EMPLOYEE MORALE PREVENT COMPANIES FROM ACHIEVING
RETENTION SUCCESS
Despite years of research that point to far different solutions, many companies use the
wrong tactics when trying to improve employee morale, satisfaction and retention.
These myths prevail, in part, because businesses have used these methods, however
wrong, for a very long time and have become used to trying the same ideas.
MYTH #1: PEOPLE MOST OFTEN LEAVE A COMPANY FOR MORE PAY.
Exit interviews, conducted to learn why people leave an organization, contain some of
America’s greatest fiction. People frequently say they’re leaving for more money
because it’s the easiest reason to give. More often the causes leading to departure are
related to issues that were unsatisfying in the job or the company. Typical issues that

because dissatisfaction are company policies and procedures, quality of supervision,

working conditions, relationship with the immediate supervisor and salary. Yes, pay
does matter. While research shows most people don’t actually leave a job for more
money, there are two important facts: Very-low-income workers will leave for more
money because it’s a survival issue. For the rest of workers, the issue of money actually
is about fairness. People become dissatisfied with pay when they feel it is unfair within
the company, within the industry or when pay doesn’t seem to match the amount or
type of work required. To increase employee satisfaction and retention, companies
make more gains by working to improve whether people feel a sense of achievement,
recognition, competence and growth, whether there are choices about how work gets
done and whether employees feel respected by management.
MYTH #2: INCENTIVE PROGRAMS PRODUCE LONG-TERM PROFITS

AND IMPROVE PRODUCTIVITY AND MORALE.
So, who doesn’t like free stuff? However, incentives such as gifts and cash bonuses for
meeting speed and volume goals don’t affect employee commitment. They’re really a
throwback to outdated management beliefs that workers must be coerced in order to
work hard. All the extras don’t add up to the real glue that creates employee
commitment: the chance to learn and grow, meaningful work, good supervisors and
respect and appreciation for a job well done. Incentives have been over-used
particularly in the past decade, as management books touted the importance of
improving recognition of excellent work. Yet, studies show that carrot-and-stick
motivation actually does not pay off in long-term company profitability or employee
satisfaction or retention. To the contrary, incentives can harm quality when employees
aim for speed or other goals rather than quality.
MYTH # 3: PEOPLE DON’T WANT MORE RESPONSIBILITY.
They don’t want more work if they’re already overloaded due to lean staffing; but
people indeed want the opportunity to grow and develop their skills, advance their
careers and have the opportunity for greater variety. Keep in mind what the research
confirms: People do want to try new things, to feel skilful and to experience the
personal satisfaction of higher levels of achievement. People don’t need a job
promotion in order to gain more responsibility. The same job can be broadened to

include more variety, more contact with different parts of the organization and greater
control over decisions on accomplishing work tasks.
MYTH #4: LOYALTY IS DEAD.
Not at all, though it is ailing in many organizations. People are seeking greater work-
life balance than in the past, and employers have made great strides in providing more
flexible hours and dress codes. Still, people seek to make a contribution, and
organizations that provide healthy doses of the main satisfiers enjoy significantly lower
turnover and higher morale. Profits are higher, too, according to recent research studies.
Things have changed, indeed. Today’s workers will, in fact, change careers and jobs
much more often. When the economy is good, people have become much more at ease
in changing companies, are more likely to acquire new skills and move to companies
that offer greater chance to use more of their knowledge and more willing to take the
risks of starting anew at another organization.
MYTH #5: IMPROVING EMPLOYEE SATISFACTION IS EXPENSIVE.
Research tells us the true satisfiers can’t even be bought: career growth, meaningful
work, respect and appreciation and being able to influence how work gets done. In
these leaner times employers have the same opportunity to gain true loyalty despite
lowered budgets.
MYTH #7: SUPERVISORS ARE THE PROBLEM.
Many senior leaders express dismay about the quality and actions of their middle
managers and front-line supervisors. The “blame game” is old, yet the solutions are
strikingly similar to those required to build an engaged work force. In most
organizations today, supervisors have more people reporting to them than in the past,
more demanding customers than ever and greater amounts of change – all occurring at
the same time. Yet, the amount of training provided to managers and supervisors in
many organizations is minimal. More importantly, the amount of time that senior
managers spend in dialogue with middle and line managers also is minimal.
MYTH # 8: MY COMPANY/INDUSTRY/PEOPLE ARE DIFFERENT.

Yes, every company is unique, and every industry has its own set of unusual
challenges. However, a very costly mistake is made when we believe information from
other sectors doesn’t apply to us or our organization. Retention research studies cross
all industries, all types of work settings and in varied economic conditions. Still, the
same results come up time and again. We build employee loyalty – and, indirectly,
customer loyalty – through providing people with growth and learning opportunities,
minimizing red tape, allowing people to think and make good choices, supporting
middle managers and frontline supervisors and appreciating the efforts that people give
to help our customers. It’s downright dangerous to ignore these findings – risky to the
bottom line and the organization’s future.
DESIGN OF THE STUDY:
2.2.1 Introduction:
Research is the process of systematic and in-depth study or search for any
particular topic, subject or area of investigation, backed by collection, compilation,
presentation and interpretation of relevant details or data. Research methodology is a
way to systematically solve the research problem. It may be understood as a science of
studying how research is done scientifically.
Research must be based on fact observable data forms a sound basis for research
inductive investigation lead better support to research finding for analysing facts a
scientific methodology of analysis must be developed and result interpreted logically.

Research problems would result in certain conclusions by means of logical

analysis which the decision-maker may use for his action or solution.
2.2.2 Research Aim: The aim of this research is to study and analyse the strategies
adopted by private organizations to retain their employees from turnover with reference
to SandCube Analytics Pvt Ltd, Bangalore.
2.2.3 Research Objectives:
 To study the problems of the employees in SandCube Analytics Private Limited,

Bangalore.
 To study why people are leaving the organization and to know the ways to retain
employees.
 To study various factors that helps in employee retention.
 To offer suggestion the employee retention of SandCube Analytics Private Limited,
Bangalore.
2.2.4 Research Design: A Research design is purely and simply the framework plan
for a study that guides the collection and analysis of a data. In this study the researcher
has undertaken Descriptive Research Design.
Descriptive Research Design: It includes surveys and fact finding enquires of

different kinds. It simply describes something such as a demographic of
employees. It deals with description of the state of offers as it is and the
researchers have no influence on the respondents.
2.2.5 Research Tools and Techniques:
a) Population and Target Population: The selected organization has a total

population of 300 employees. For my research I have undertaken a population
of 50 employees randomly according to my convenience.
b) Data Collection: Data collection is one of the most important aspects of
research. For the success of any project accurate data is very important and
necessary. The information collected through research methodology must be
accurate and relevant.

c) Methods of data collection:

 Primary Data
 Secondary Data
Primary Data:
Data collected by a researcher is known as primary data. It is collected by a person for

his own use obtained from findings. This is considered as first-hand information. This
is that data which is collected by us to meet our own specific purpose. The data is
collected by the means of questionnaire filled in by the employees at different posts of
Nagpur area office. This method of data collection is very popular particularly in big
organizations.
Secondary Data:
Secondary data means data that are already available i.e., they refer to data which has
already been collected and analysed by someone else. This type of data information can
also be used by the researcher for his use as second hand information sources through
which secondary data can be collected. Secondary data may either be published data or
unpublished data.
d) The research approach:
Survey Method
e) The research instrument:
Questionnaire
f) The respondents:
The employees of the organization.
g) Sampling:
It is the process of selecting representative subset of a total population for obtaining

data for the study of the whole population the subset is known as sample. The sample

size is selected for the study 50 employees. The techniques of sampling unit in this
study are convenience sampling.
Convenience sampling:
A convenience sampling is a type of non-probability sampling method where

the sample is taken from a group of people easy to contact or reach.
h) Statistical tools used: Simple Percentage analysis.

i) Questionnaire:
The questionnaire is prepared in such a way that is correct the comprehensive

objectives of the study. Open end, multiple choice of questionnaire adopted in this
research.
j) Period of study:
The time period of the study is 50 days.
2.2.6 Limitations of the study:
 Sample size is relatively small.

 The respondents are confined to only one organisation.
 Limited time and resources.
 Majority of the employees are young thus neglecting the senior employees.
CHAPTER-III
3.1 PROFILE OF THE ORGANIZATION
3.1.1 INTRODUCTION OF THE COMPANY:

SandCube Analytics Private Limited is a private company incorporated on 17 July
2014.It is classified as Non-govt company and is registered at Registrar of companies,
Bangalore. Its authorized share capital is Rs 100,000 and its paid-up capital is Rs
100,000. It is involved in Software publishing, consultancy and supply [Software
publishing includes production, supply and documentation of ready-made (non-
customized) software, operating systems software, business & other applications
software, computer games software for all platforms. Consultancy includes providing

the best solution in the form of custom software after analyzing the user’s needs and
problems. Custom software also includes made-to-order software based on orders from
specific users. Also, included are writing of software of any kind following directives
of the users; software maintenance, web-page design].
3.1.2 WHY SANDCUBE ANALYTICS PRIVATE LIMITED:
It is a reliable organization engaged in this business with a qualitative range of

industrial products. We are also one of the leading companies of this highly
commendable range of products. Our team of experts maintain a vigil on the quality of
the products. Every single piece of work is ensured with proper quality assurance. Since
our inception in 17/07/2014, we are continually improving our quality to serve our
clients better. Use of modern technology, industry standards, timely and quality
deliveries, experienced workforce are our USPs.
3.1.3 COMPANY PROFILE

NAME OF THE COMPANY : SANDCUBE ANALYTICS PRIVATE
LIMITED.
ADDRESS : #663, OMBR Layout, 5th main, Banaswadi,
B Channasandra, Bangalore Karnataka
PIN: 560043
TELEPHONE NUMBER : 080-50019772
EMAIL : ojha.anish@gmail.com
WEBSITE : www.sandcubeanalytics.com

NAME OF FOUNDERS : ANISH OJHA, MAYURESH SUNNY

YEAR OF ESTABLISHMENT : 2014 JULY
REGISTRATION DATE : 07/JULY/2014
REGISTRATION NUMBER : 075379
OWNERSHIP TYPE : PRIVATE
CIN : U72200KA2014PTC075379
COMPANY CATEGORY : Company Limited by Shares
COMPANY SUB CATEGORY : Non-Govt company
NUMBER OF EMPLOYEES : 51-200
HEADQUARTER : Bangalore
ACTIVITY : Software publishing, consultancy and supply
[ Software publishing includes production,
supply and Documentation of ready-made
software, Operating Systems software, Business
and other applications Software, Computer
software for all platforms]
Also included are writing of software of any
kind following directives of users,
Software maintenance.
COMPETITORS : Sporting Mindz, Formcept, Sports Mechanics,
Game Plan Consulting Pvt Ltd, Amisco.
3.1.4 AIM / VISION
Our mission is to be a leading company providing superior quality products and

services at competitive prices. We want be a globally innovative and competitive
business providing 100% genuine services to our customers. We are committed to total
customer satisfaction by providing quality products & services.
3.1.5 The Values that drives SandCube Analytics Pvt Ltd:
SandCube Analytics Pvt Ltd is focused on creating sustainable value growth through
innovative solutions. Our values are at the heart of our business reputation and are

essential to our continued success. We foster an environment to instill these values in

every facet of our organization.
 Client first, Good corporate citizenship, Professionalism, Commitment to

quality, Dignity of the individual
As a part of its mature quality processes, SandCube Analytics Pvt Ltd uses well defined
process measurements to monitor the quality of solutions delivered and ensure
continuous improvement. With a strong focus on process management, SandCube
Analytics Pvt Ltd’s Business Management System integrates business needs and
industry best practices to deliver services that constantly improve Client Satisfaction.
3.1.6 ABOUT THE COMPANY
SandCube Analytics, based in Bangalore, an IT capital of world, has grown

significantly in last two years and thrive to become a global brand in analytics platform.
We are expanding organically and through strategic partnership, with the objective of
building a full- service agency offering a comprehensive menu specialized in sport and
related diversified services sports. In 2015-16, SandCube successfully delivered over
50,000 + analytical assignment to our valued client , in four month with 99% accuracy.
Our client is one of the major sports analysis company in world and we are excited
working with great team and proud to be its operations partner.
3.1.7 Services Offered:
• Sports Data Analytics.

• IT Services.
• Smart Devices.
• GIS Implementation (Indoor and Outdoor)
• Software Consulting.
• Infrastructure management Services.
3.1.8 Description

SandCube Analytics Private Limited is a Private Company incorporated at Registrar of

Companies RoC-Bangalore on 17-07-14.
SandCube Analytics, based in Bangalore, an IT capital of world, has grown

significantly in last two years and thrive to become a global brand in analytics platform.
We are expanding organically and through strategic partnership, with the objective of
building a full- service agency offering a comprehensive menu specialized in sport and
related diversified services sports and technology.
3.1.9 Objectives:
 We offer a full range of technology services to help you make the right decisions
throughout the IT lifecycle, from assessment to implementation and ongoing
management.
 From developing alternative ways to run your network to making sure that your
processes support your business, our transformation services provide a range of
options to help you smooth the process of change and ensure your IT systems are
ready to meet the future needs of your organization.
 Our service management consultants provide expertise in service delivery, service
support, application management and the implementation and use of Service
Management best practices. By assessing your IT strategy, in terms of cost,
efficiency and the levels of service you offer, they work with you to transform your
IT processes and systems.
3.1.10 QUALITY STANDARDS FOLLOWED BY SANDCUBE ANALYTICS PVT LTD
As a part of its mature quality processes, SandCube Analytics Pvt Ltd uses well defined
process measurements to monitor the quality of solutions delivered and ensure
continuous improvement. With a strong focus on process management, SandCube
Analytics Pvt Ltd’s Business Management System (BMS) integrates business needs
and industry best practices to deliver services that constantly improve:
• Client Satisfaction
• Productivity and Cycle-Time
• Quality of Solutions and Services

3.1.11 AWARDS & RECOGNITIONS
 The Elite member of the Deloitte Technology Fast 100 India (2016)
 15th Largest data analytics in India (NASSCOM) 2017
3.1.12 RETENTIONS STRATEGIES ADOPTED BY SANDCUBE ANALYTICS

PVT LTD
Strategy adapted by company for retention of employees
1) Right Hiring
2) Training employee properly
3) Rewarding - For career Progression and Development
4) Performance Management
5) Regulating Employee cycle
Annual rate of employee leaving is 9%- 10% yearly.
SKILLS ANALYSED BY COMPANY
TECHNICAL SKILLS BEHAVIOURAL SKILLS
1) Communication skills
2) Attitude
3) Accommodation

4) Flexibility towards work
EMPLOYERS & THEIR KEY DRIVERS TO ATTRACT AND RETAIN

TALENT
 Early responsibilities in career

 Flexible and transparent organizational culture
 Performance Recognition
 Value-based environment
 Learning and growth opportunities.
3.2 PROFILE OF THE RESPONDENTS:
3.2.1 Demography: Bangalore Urban
3.2.2 Age of the Respondents:
Sl No Age Frequency Percentage

1 20 years – 25 years 13 25
2 26 years – 30 years 19 38
3 31 years – 35 years 16 32
4 Above 36 years 2 5
Total 50 100

Table 3.2.1: Data showing age group of the respondents
40
35
30
Percentage
25
20
38
15 32
25
10
5
5
0
20-25 26-30 31-35 36<
Age Group
Graph 3.2.1: Graph showing age group of the respondents
INTERPRETATION:
The above table shows that 25 percent of the respondents are between 20years to
25years of age, 38 percent of the respondents are between 26years to 30years, 32
percent of the respondents are between 31years to 36years and 5 percent of the
respondents are between above 36years.
INFERENCE:
Majority 38 percent of the respondents are between the age group of 26 – 30 years.
3.2.3 Gender:
Sl No Gender Frequency Percentage
1 Male 32 64
2 Female 18 36
Total 50 100
Table 3.2.2: Data showing Gender of the respondents.

70
60
50
40
Percentage 64
30
20
36
10
0
Male Female
Gender
Graph 3.2.2: Graph showing gender of the respondents
INTERPRETATION:
The above table shows that 64 percent of the respondents are male and 36 percent of
the respondents are female.
INFERENCE:
Majority 64 percent of the respondents are male
3.2.4 Educational Qualification:
Sl No Qualification Frequency Percentage
1 PUC 4 8
2 Under Graduation 39 78
3 Post-Graduation 7 14
Total 50 100
Table 3.2.3: Data Showing Educational Qualification of the respondents.

90
80
70
60
Percentage
50
40 78
30
20
10
14
8
0
PUC Under Graduation Post-Graduation
Qualification
Graph 3.2.3: Graph showing Educational Qualification of the respondents.
INTERPRETATION:
The above table shows that 8 percent of the respondents are PUC, 78 percent of the
respondents have done under graduation, 14 percent of the respondents are
postgraduation.
INFERENCE:
Majority 78 percent of the respondents are had completed their Under Graduation.
3.2.5 Marital Status:
Sl No Marital Status Frequency Percentage

1 Married 13 26
2 Un-Married 37 74
3 Widow 0 0
Total 50 100
Table 3.2.4: Data showing Marital Status of the respondents

80
70
60
50
Percentage
40
74
30
20
26
10
0 0
Married Un-Married Widow
Marital Status
Graph 3.2.4: Graph showing Marital Status of the respondents
INTERPRETATION:
The above table shows that 26 percent of the respondents are married, 74 percent of the
respondents are unmarried, and 0 percent of the respondents are widow.
INFERENCE:
Majority 73 percent of the respondents are un-married.
3.2.6 MONTHLY SALARY OF THE RESPONDENTS:
Sl No Monthly Salary Frequency Percentage

1 Below 10,000 3 6
2 10,000-25,000 37 74
3 25,000-40,000 8 16
4 Above 40,000 2 4
Total 50 100
Table 3.2.5: Data showing Monthly Salary of the respondents

80
70
60
Percentage 50
40
74
30
20
10
16
0
6 4
10K > 10K -25K 25K-40K <40K
Salary Range
Graph 3.2.5: Graph showing Monthly Salary of the respondents

INTERPRETATION:
The above table shows that 6 percent of the respondents are having below 10000rs as
monthly income, 74 percent of the respondents are as monthly income between 10000
to 25000, 16 percent of the respondents are between 25000 to 40000 as monthly income
and 4 percent of the respondents are between above 40000 as monthly income.
INFERENCE:
Majority 74 percent of the respondents are between the 10000 to 25000 as monthly
income.
3.2.7 Experience of the Employees:
Sl No Experience Frequency Percentage

1 Below 2 Years 25 50
2 2 to 4 Years 19 38
3 Above 4 Years 6 12
Total 50 100
Table 3.2.6: Data showing Experience of the employees

60
50
40
Percentage
30
50
20 38
10
12
0
Below 2 Years 2 to 4 Years Above 4 Years
Experience
Graph 3.2.6: Graph showing Experience of the employees
INTERPRETATION:
The above table shows that 50 percent of the respondents are between below 2years
experience, 38 percent of the respondents are between below 2years to 4years
experience, 12 percent of the respondents are above 4years experience.
INFERENCE:
Majority 50 percent of the respondents are having the experiences below 2years
3.2.8 Family Size of the Respondents:

SL No Family Size Frequency Percentage
1 Nuclear Family 35 70
2 Joint Family 15 30
Total 50 100
Table 3.2.7: Data showing Family size of the respondents

80
70
60
50
Percentage
40
70
30
20
30
10
0
Nuclear Family Joint Family
Family
Graph 3.2.7: Graph showing Family size of the respondents
INTERPRETATION:
The above table shows that 70 percent of the respondents are from nuclear family, and
30 percent of the respondents are joint family.
INFERENCE:
Majority 70 percent of the respondents are the nuclear family.
CHAPTER-IV
ANALYSIS, INTERPRETATION AND INFERENCE
Analysis:
Analysis is classifying and rearranging the raw data to arrive at meaningful
interpretation.
Interpretation:

Interpretation is essential because it brings the outcome of the analysis

into forefront.
 It is through interpretation that the researcher can understand the abstract
principles that work beneath his founds. Through this he can linkup the same
abstract with those of other studies having the same abstract principle.
 Interpretation leads the establishment of explanatory concepts that can serve as
a guide for tutor research studies.
 Research can appreciate only through interpretation which can make other to
understand of researcher finding a per project study. The data collected are
analysed using simple percentage tool as the against the total number of the
respondents.
 The content analysis presented in the form of tables and Graphs.
4.1 What Motivated you to take up this Job?
SL No Motivation of the Job Frequency Percentage

1 Salary 13 26
2 Native of Job 30 60
3 Reputation 7 14
Total 50 100

Table 4.1: Data showing motivation of the respondents to take up job
60
50
Percentage
40
60
30
20
26
10 14
0
Salary Native of Job Reputation
Motivation Factor
Graph 4.1: Graph showing motivation of the respondents to take up job

INTERPRETATION:
The above table shows that 26 percent of the respondents are motivated by salary, 60
percent of the respondents are motivated by native of job, and 14 percent of the
respondents are motivated by reputation.
INFERENCE:
Majority 60 percent of the respondents are motivated by native of job.
We can say that majority of the employees took up this job because of nearness of job
location.
4.2 How do you get to know about this organization?
Sl No Awareness of Organization Frequency Percentage

1 Friend 12 24
2 Relative 05 10
3 Neighbour 8 16
4 Online Job Portals 25 50
Total 50 100
Table 4.2: Data showing awareness of the organization

50
45
40
35
Percentage
30
50
25
20
15 24
10 16
10
5
0
Friend Relative Neighbour Online Job Portals
Awareness of Organization
Graph 4.2: Graph showing awareness of the organization

INTERPRETATION:
The above table shows that 24 percent of the respondents are awareness of the
organization in friend, 10 percent of the respondents are awareness of the organization
in relative, 16 percent of the respondents are awareness of the organization in
neighbour and 50 percent of the respondents are awareness of the organization in online
job portals.
INFERENCE:
Majority 50 percent of the respondents are awareness of the organization in online job
portals.
We can conclude that majority of the employees got job through online job portals.
4.3 Do you think there is any specified retention problem in your organization?
Sl No Retention Problem Frequency Percentage

1 Yes 47 94
2 No 3 6
Total 50 100
Table 4.3: Data showing retention problem in the organization

100
94
90
80
70
60
Percentage
50
40
30
20
6
10
0
Yes No
Retention Problem
Graph 4.3: Graph showing retention problem in the organization
INTERPRETATION:
The above table shows that 94 percent of the respondents are have retention problem,
and 6 percent of the respondents have no retention problem.
INFERENCE:
Majority 94 percent of the respondents have retention problems.
4.4 RELATIONSHIP WITH MANAGEMENT:
Sl No Relationship with Frequency Percentage

Management
1 Strongly Disagree 13 26
2 Disagree 18 36
3 Neutral 15 30
4 Agree 3 6

5 Strongly Agree 1 2
Total 50 100
Table 4.4: Data showing relationship of respondents with mamagement
40
35
30
25
20
Percentage
36
15 26 30
10
0 6
Strongly
Disagree Disagree 2
Neutral
Agree
Strongly Agree
Relationship with Management
Graph 4.4: Graph showing Relationship of respondents with the management.
INTERPRETATION:
The above table shows that 26 percent of the respondents are strongly disagree in good
relationship with management, 36 percent of the respondents are disagree in good
relationship with management, 30 percent of the respondents are natural in good
relationship with management, 6 percent of the respondents are agree in good
relationship with management, and 2 percent of the respondent are strongly agree in
good relationship with management.
INFERENCE:

Majority 36 percent of the respondents are disagreeing in relationship with

management.
We can conclude that employees are satisfied with the management, so there are other
reasons for employees to leave the organization.
4.5 REWARDS AND RECOGNITION:
Sl No Rewards and Recognition Frequency Percentage

2 Disagree 9 18
3 Neutral 8 16
4 Agree 19 38
Total 50 100
Table 4.5: Data showing respondents response to rewards and recognition.

40
35
30
25
Percentage
20
38
15
10
18 16 18
10
5
0
Strongly Disagree Disagree Neutral Agree Strongly Agree
Rewards and Recognition
Graph 4.5: Graph showing respondents response to rewards and recognition.
INTERPRETATION:
The above table shows that 10 percent of the respondents are strongly disagree in
rewards & recognition, 18 percent of the respondents are disagree in rewards
&recognition, 16 percent of the respondents are neutral in rewards &recognition, 38
percent of the respondents agree rewards & recognition and 18 percent of the
respondents are Strongly Agree in Rewards and Recognition.
INFERENCE:
Majority 48 percent of the respondents are the disagree in Rewards and Recognition.
We can conclude that majority of the respondents are not bothered about the rewards
and recognition.
4.6 INFRASTRUCTURE:

Sl No Infrastructure Frequency Percentage

2 Disagree 25 50
3 Neutral 19 38
4 Agree 2 4
Total 50 100
Table 4.6: Data showing respondents response to Infrastructure
50
45
40
Percentage
35
30
50
25
38
20
15
10
8
5 4
0
Strongly Disagree Disagree Neutral Agree
Infrastructure
Graph 4.6: Graph showing respondents response to Infrastructure
INTERPRETATION:
infrastructure, 49 percent of the respondents are disagree in infrastructure, 38 percent of
the respondents are between in infrastructure, and 4 percent of the respondents are
agree in infrastructure.
INFERENCE:
Majority 49 percent of the respondents are disagreeing in infrastructure. So we can say
that employees are not bothered about the infrastructure, they are ready to work in any
infrastructure with minimum facilities also.
4.7 WORK SCHEDULE:

Sl No Work Schedule Frequency Percentage

2 Disagree 21 42
3 Neutral 22 44
4 Agree 2 4
Total 50 100
Table 4.7: Data showing respondents response for work schedule
45
40
35
30
Percentage
25
42 44
20
15
10
10
5 4
0
Work Schedule
Graph 4.7: Graph showing respondents response to work schedule
INTERPRETATION:
The above table shows that 10 percent of the respondents are strongly disagree in work
schedule, 42 percent of the respondents are disagree in work schedule, 44 percent of the
respondents are neutral in work schedule, and 4 percent of the respondent are agree in
work schedule.
INFERENCE:
Majority 44 percent of the respondents are having the work Schedule in neutral. So we
can say that work schedule is not a problem, they have work schedule in good timing
only.
4.8 COMPANY POLICY:

Sl No Company Policy Frequency Percentage

2 Disagree 23 46
3 Neutral 16 32
4 Agree 0 0
Total 50 100
Table 4.8: Data showing respondents response for company policy
50
45
40
35
Percentage
30
25 46
20 32
15 22
10
5
0
0
Company Policy
Graph 4.8: Graph showing respondents response for company policy
INTERPRETATION:
company policy, 46 percent of the respondents are disagree in company policy, and 32
percent of the respondents are neutral in company policy.
INFERENCE:
Majority 46 percent of the respondents are disagreed with the company’s policies.
We can conclude that employees are happy with the company policies, so there is no
problem with policies and regulations.
4.9 AVAILABILITY OF PROMOTION OPPORTUNITY:

Sl No Promotion Opportunity Frequency Percentage

2 Disagree 10 20
3 Neutral 11 22
4 Agree 20 40
Total 50 100
Table 4.9: Data showing response for availability of promotion opportunity
40
35
30
Percentage
25
40
20
15
20 22
10
8 10
5
0
Promotion Opportunity
Graph 4.9: Graph showing response for availability of promotion opportunity
INTERPRETATION:
promotion opportunity, 20 percent of the respondents are disagree in promotion
opportunity, and 22 percent of the respondents are neutral in promotion opportunity, 40
percent of the respondents agree in promotion opportunity, 10 percent of the
respondents strongly agree.
INFERENCE:
Majority 40 percent of the respondents agree in promotion opportunity, so we can
conclude that because of no opportunity for promotion, employees leave the
organization.
We can conclude that promotion plays the very important role to retain the employees.
4.10 JOB SECURITY:
Sl No Job Security Frequency Percentage

2 Disagree 12 24
3 Neutral 14 28
4 Agree 20 40
Total 50 100
Table 4.10: Data showing response by respondents for job security
40
35
30
Percentage
25
40
20
15
28
24
10
5
8
0
0
Strongly Disagree Disgree Neutral Agree Strongly Agree
Job Security
Graph 4.10: Graph showing response by respondents for job security
INTERPRETATION:
The above table shows that 08 percent of the respondents are strongly disagree in job
security, 24 percent of the respondents are disagree in job security, and 28 percent of
the respondents are neutral in job security, 40 percent of the respondents agree in job
security.
INFERENCE:
Majority 40 percent of the respondents agree with the job securities. Hence, we can
conclude that job security is the reason why employees leave the organization.
4.11 STATUTORY BENEFIT:

Sl No Statutory Benefit Frequency Percentage

2 Disagree 7 14
3 Neutral 10 20
4 Agree 16 32
Total 50 100
Table 4.11: Data showing response for statutory benefit by respondents
35
30
25
Percentage
20
32
15
24
20
10
14
10
5
0
Statutory Benefit
Graph 4.11: Graph showing response for statutory benefit by respondents
INTERPRETATION:
statutory benefit, 14 percent of the respondents are disagree in statutory benefit, 20
percent of the respondents are neutral in statutory benefit, and 31 percent of the
respondents are agree in statutory benefit, 24 percent of the respondents strongly agree
in statutory benefit.
INFERENCE:
Majority 32 percent of the respondents are agree with the statutory benefits. We can
conclude that statutory benefits provided by the organisations play a very important
role in retaining employees.
4.12 MOTIVATION OF THE EMPLOYEES:

Sl No Motivation of employees Frequency Percentage

2 Disagree 5 10
3 Neutral 25 50
4 Agree 14 28
Total 50 100
Table 4.12: Data showing response for motivation of the employees
50
45
40
35
Percentage
30
50
25
20
15 28
10
10 8
5 4
0
Strongly Disagree Neutral Agree Strongly Agree
Disagree
Motivation of employees
Graph 4.12: Graph showing response for motivation of the employees
INTERPRETATION:
motivation of employees, 10 percent of the respondents are disagree in motivation of
employees, 50 percent of the respondents are neutral in motivation of employee, and
28 percent of the respondents are agree in motivation of employees and 8 percent of the
respondents strongly agree in motivation of the employees.
INFERENCE:
Majority 50 percent of the respondents are neutral with the motivation of employee. So
Motivation of employees does not matter in leaving the organization.
4.13 Rate of Appraisal System:
Sl No Rate of Appraisal System Frequency Percentage


2 Disagree 4 8
3 Neutral 3 6
4 Agree 25 50
Total 50 100
Table 4.13: Data showing response for rate of appraisal system
50
45
40
35
Percentage
30
50
25
20
30
15
10
5 6 8 6
0
Strongly Disagree Neutral Agree Strongly Agree
Disagree
Motivation of employees
Graph 4.13: Graph showing response for rate of appraisal system
INTERPRETATION:
appraisal system, 8 percent of the respondents are disagree in appraisal system and 6
percent of the respondents are neutral in appraisal system, 50 percent of the employees
agree in appraisal system and 30 percent of the employees strongly agree in appraisal
system.
INFERENCE:
Majority 50 percent of the respondents are agree with the appraisal systems.We can
conclude that Appraisal system is one of the important factors for employees leaving
the organization.
4.14 Opportunity to share your ideas at work

Sl No Opportunity to share your ideas Frequency Percentage

at work
1 Yes 40 80
2 No 10 20
Total 50 100
Table 4.14: Data showing response for opportunity to share ideas at work
80
70
60
Percentage
50
80
40
30
20
20
10
0
YES NO
Opportunity to share ideas at work
Graph 4.14: Graph showing response for opportunity to share ideas at work
INTERPRETATION:
The above table shows that 80 percent of the respondents are had to share their ideas,
20 percent of the respondents are does not have to share their ideas.
INFERENCE:
Majority 80 percent of the respondents are agree that they have opportunities to share
their ideas at work.
4.15 ATTENDED ANY TRAINING PROGRAMS

Sl No Attended any training Frequency Percentage

programs
1 Yes 15 30
2 No 35 70
Total 50 100
Table 4.15: Data showing respondents training programme participation
70
60
50
Percentage
40 70
30
20 30
10
0
YES NO
Attended any Training Programmes
Graph 4.15: Graph showing respondents training programme participation
INTERPRETATION:
The above table shows that 30 percent of the respondents attended training program, 70
percent of the respondents have not not attended training program.
INFERENCE:
Majority 70 percent of the respondents have not attended training programs..
4.16 CAREER ENHANCEMENT OPPORTUNITIES:
Sl No Career enhancement Frequency Percentage

opportunities
1 Yes 10 20
2 No 40 80
Total 50 100
Table 4.16: Data showing response for career enhancement opportunities
80
70
60
Percentage
50
80
40
30
20
20
10
0
YES NO
Attended any Training Programmes
Graph 4.16: Graph showing response for career enhancement opportunities
INTERPRETATION:
The above table shows that 20 percent of the respondents agree that company provides
career enhancement opportunities, and 80 percent of the respondents agree that there is
no career enhancement opportunities in their organization.
INFERENCE:
Majority 80 percent of the respondents agree that there is no career enhancement
opportunities.
4.17 Does Organization allow you to take Leave:
Sl No Allow to take Leave Frequency Percentage

1 Yes 25 50
2 No 25 50
Total 50 100
Table 4.17: Data showing response of respondents for granting leave
50
45
40
35
Percentage
30
50 50
25
20
15
10
5
0
YES NO
Organization allow to take leave
Graph 4.17: Graph showing response of respondents for granting leave

Interpretation
The above date shows that 50 percent of employees agree that company provide them
leave, while other 50 percent agree that company does not provide leave for them.
Inference:
We can conclude that there is a mixed response from the respondents about the leave.
4.18 SATISFIED WITH THE INCENTIVE:
Sl No Satisfied with the Incentive Frequency Percentage

1 Yes 5 10
2 No 45 90
Total 50 100
Table 4.18: Data showing response for incentive satisfaction
90
80
70
60
Percentage
50 90
40
30
20
10 10
0
YES NO
Satisfied with Incentives.
Graph 4.18: Graph showing response for incentive satisfaction
INTERPRETATION:
The above table shows that 10 percent of the respondents are satisfied their incentive,
90 percent of the respondents are does not satisfied their incentive,
INFERENCE:
Majority 90 percent of the respondents are not satisfied with the incentives provided by
the organization.
4.19 SATISFIED WITH THE WORKING HOURS:
Sl No Satisfied with the Working Frequency Percentage

Hours

1 Yes 40 80
2 No 10 20
Total 50 100
Table 4.19: Data showing response for working hour satisfaction
80
70
60
Percentage
50
80
40
30
20
20
10
0
YES NO
Satisfied with Incentives.
Graph 4.19: Graph showing response for working hour satisfaction
INTERPRETATION:
The above table shows that 80 percent of the respondents are satisfied working hours,
and 20 percent of the respondents are not satisfied with the working hours.
INFERENCE:
Majority 80 percent of the respondents are satisfied working hours.
4.20 SATISFIED WITH THE BENEFIT OFFERED BY THE ORGANIZATION:
Sl No Satisfied with the Benefit Frequency Percentage

offered by the Organization
1 Yes 5 10

2 No 45 90
Total 50 100
Table 4.20: Data showing response for benefits offered by the organization
90
80
70
60
Percentage
50 90
40
30
20
10 10
0
YES NO
Satisfied with Benefits offered by the organization.
Graph 4.20: Graph showing response for working hour satisfaction
INTERPRETATION:
The above table shows that 10 percent of the respondents are satisfied benefit offered
by the organization, and 90 percent of the respondents are does not satisfied benefit
offered by the organization.
INFERENCE:
Majority 90 percent of the respondents are the not benefit offered by the organization.
We can conclude that benefits provided by the organization plays important role in
retaining the employees;
4.21 Will you leave the organization if you get better Opportunity?
Sl Leave organization if you get Frequency Percentage

No better opportunity
1 YES 48 96
2 NO 2 4

Total 50 100
Table 4.21: Data showing respondents response about leaving organization
100
90
80
70
Percentage
60
96
50
40
30
20
10 4
0
YES NO
Leave organization if get better Opportunity
Graph 4.21: Graph showing respondents response about leaving organization

Interpretation:
The data collected shows that 96 percent of the employees are ready to leave the
organization if they get better opportunity, while only 4 percent are not ready to leave
and are so loyal.
Inference:
We can say that 96 percent of the employees are ready to leave the organization if they
get better opportunity than this.
CHAPTER-V
FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS:
 Majority of the respondents are between the age group of 26 to 30 years.
 Majority of the respondents are male gender.
 Majority of the respondent have under graduation degree especially engineering.

 Majority of the respondents are unmarried.

 Majority of the respondents have experience of below 2 years.
 Majority are working in the organisation because of the native of job.
 Majority of the employees are satisfied with the management of the company.
 Majority of the employees are not satisfied with rewards and recognition program
of the company.
 Majority of the employees are not bother about the infrastructure; they are ready to
work in minimum facilities.
 Majority of the employees don't have problem with work schedule because work
schedule is convenient for all the employees.
 Majority of the employees are happy with the company policies.
 Majority of the employees are not satisfied with promotion opportunities available
in the company.
 Majority of the employees are very disappointed with the job security as there is no
growth or development in the job.
 Majority of the employees are not satisfied with the statutory benefits provided by
the company.
 Majority of the employees are not happy with performance appraisal system of the
company.
 Majority of the employee’s complaint that company is not conducting training
programs frequently.
 There is no good career enhancement opportunities in the company.
 Majority of the employees are not satisfied with their incentives provided by the
organisation.
 Majority of the employees are ready to leave the organisation if they get better
opportunity than this.
STRATEGIES FOLLOWED BY SANDCUBE ANALYTICS FOR EMPLOYEE

RETENTION.
 Providing positive work environment.

 Personal Grievance handling by Team leaders and HR’s.
 Providing Travel Alliance.
 Providing work from home facility.

 Allowing free communication to share opinions, ideas.

 A community of co-workers.
 Identify the reasons for employee turnover and taking suitable actions.
5.2 CONCLUSION:
In order to retain the employees within the organization, their complaints should be
resolved immediately. Many complaints can become grievances if unnoticed. The
Grievance Handling system should be made more efficient in the organization. The
employees are valuable assets to the organization retaining them is considered to be
more essential. The organization has to motivate the employees. Motivation increases

performance level; it lowers employee turnover. Motivation ensures stability of

workforce and hence the stability of the organization. The organization has to
concentrate in career development of their employees. The increased attention to and
concern for individual careers generates more organizational loyalty and therefore
lower employee turnover. Organizations should proactively recognize the benefits of
understanding, managing and improving employee loyalty.
Employees comprise the most vital assets of the company. In a work place where
employees are not able to use their full potential and not heard and valued, they are
likely to leave because of stress and frustration. They need transparent work
environment to work in. In a transparent environment where employees get a sense of
achievement and belongingness, where they can best utilize their potential and realize
their skills. They love to be the essential part of such organization and the company is
benefited with a stronger, reliable work-force harbouring bright new ideas for its
growth.
Organisations which are affected by High Voluntary employees Turnover rate have to
understand, only higher salary and other monetary benefits are not the only decisive
factors for employees to leave the present organisation, there are many other factors,
recognition, work environment, relationship with boss, communication, Challenge in
the job, career growth these are some of the important reasons which makes employees
look for another organisation, to retain these employees organisations need to check
and maintain the system to keep the faith of the employees. Enabling working
atmosphere, free communication, recognition of work done by employees, flexible
working condition, these factors improves employee’s commitment towards
organisation.
5.3 Suggestions:
Retaining key personnel is critical to long term success of an organization. A Retention

Strategy has become essential if your organization is to be productive over time and can

become an important part of your hiring strategy by attracting the best candidates. In
fact, some companies do not have to recruit because they receive so many qualified
unsolicited submissions due to their history of excellence in employee retention. How
do you get your employees to "fall in Love" with your organization? This is a great
question. Some of the suggestions for this can be summarized as follows:
 The company should provide better motivations to the employees. So that improves
the satisfaction of the employees.
 The company should maintain a good relationship with the employees that help to
improve their production.
 The company want to change their work schedule and policies of their organisation
 The company should also develop their infrastructure facility of their organisation.
 The company should provide job security and statutory benefits to their employees.
 The company should provide training programs for their employees
 The company should provide career opportunities to the employees.
 The company should provide proper incentives to the employees
 The company should maintain proper work timings for the employees and should
main a proper attendance of the employees.
 The company should provide Rewards and Recognition to the employees.
 The company should provide promotions opportunities to the employees.
 The Organization should concentrate on the career development of the employees
 Grievance handling system should be more efficient which results in increased level
of satisfaction among the employees.
 The management should provide a better work environment which results in job
satisfaction to the employees.
The company should follow some policies for retaining the employees
and also for growth and development of the company:
1. Onboarding and orientation.

Every new hire should be set up for success from the very start, from the first day of the
work to the first week and beyond. The job orientation is just one component of
onboarding, which can last for weeks or months, depending on your organization. Aim
to develop an onboarding process where new staff members not only learn about the
job but also the company culture and how they can contribute and thrive, with ongoing
discussions, goals and opportunities to address questions and issues as they arrive.
2. Develop an attractive employee value proposition.

An employee value proposition means that your company has something attractive to
offer that is perceived as valuable to an employee. as an employer, you must understand
what makes your organization attractive to potential recruits and current employees.
Branding yourself as an employer of choice is not just a slick set of marketing tactics.
The best advocates for an employer’s brand are its current employees. What messages
do they send to others about their employer? Are they honestly saying and believing
that, “This is a great place to work”.
3. Employee compensation.
It's absolutely essential in this competitive labor market for companies to offer
attractive compensation packages. That includes salaries, of course, but also bonuses,
paid time off, health benefits, retirement plans and all the other perks that can
distinguish one workplace from another. Every employee should have a full
understanding of all the benefits they receive from your organization. 
4. Create a total reward structure that includes more than compensation.

Every company should have all the normal compensation mechanisms common to their
type of employment. yet, total rewards packages go far beyond money. While money
might temporarily retain employees, it does not always equate with engagement. People
want a chance to make a difference and realize themselves. That self-realization is
multidimensional and different for each employee. The total reward structure should
include, in addition to compensation, support for employees to attain their personal
objectives aligned with the goals of their organization.
5. Give feedback on employee performance on a regular basis.

Most managers and employees are not enamoured with the performance appraisal
process in their organization. yet, an effective performance management process serves
many purposes. Ongoing performance feedback allows employees to better know
where they stand, gives them a formal means to provide input, indicates that their
managers pay attention to them and that their performance matters. This feedback
contributes to employee engagement and retention.
6. Be flexible in terms of work-life balance.

Workers more and more value a balance between work and life. They want more
flexible ways to engage with their employer. To attract and retain workers with
different work and career expectations, organizations have to be more flexible in
structuring work and its expectations. It calls for a different managerial mindset and
practices that involve letting go of old ways of controlling workers’ time and
attendance in favour of result criteria such as output, productivity and quality.
7. Create a culture of engagement.

Employees have become more connected with others in the organization through
project-based team work and process management activities. Employees are shifting
their loyalty to people, teams and projects and away from company loyalty. It is
organizations that create the culture and climate that allow people, processes and
projects to become fully connected and engaged with one another. Engaged employees
are more likely to stay with their employer.
8. Train managers to be effective.

Exit interviews consistently show that “poor and bad” management practices greatly
contribute to an employee’s decision to leave a company. It is imperative to provide
supervisors and managers with adequate tools to become effective managers since we
cannot assume that these competencies are innate.
BIBLIOGRAPHY
Reference books:

 Charles R. Greer, Strategic Human Resource Management: A General Managerial

Approach, Second Edition, Person Education, 2008.
 Kothari.C.R, Research Methodology methods and Techniques, Vishwa prakashan.
 Prof.Memoriya, Personnel management, Narayan Publications.
 RAO VSP, Human Resource Management, Anurag Jain.
 Taylor Stephen, The Employee Retention Handbook, The Cromwell Press.
 Tripathi.P.C, Human Resource Development, Sultan Chand and Sons.
Reference Articles:
 Arthur, Effects of human resource systems on manufacturing performance and
turnover, Academy of Management Journal, Volume-2, Issue-3, and June 2005.
 Biswas.S.N, Indian Journal of individuals, Institute of Management, Volume-5,
Issue2, and February 1994.
 Manikandan.P, HRM Review, The ICFAI University, Volume-3, Issue-5, and
March 2007. Venkat.R.K, Management and Labour Studies, Institute of
Management, Volume-3, Issue-2, and July 1997.
 Mayhew, R. (2014). Employee Turnover Vs Attrition. Demand media
 Philips J. J, Managing Employee Retention- A Strategic Accountability Approach,
Elsevier Butterworth Hethemann Publications, Volume-5, Issue-2, and 1998.
 Shakeel, N., & Sahar. (2015). Factors Influencing Employee Retention: An
Integrated. Journal of Resources Development and Management , 6.
APPENDIX.
Questionnaire:

1. Name:
2. Age:
a. 20yers to 25yers
b. 26yers to 30yers
c. 31yers to 35yers
d. Above 36yers
3. Gender:
a. Male [ ] b. Female [ ]
4. Marital Status:
a. Married [ ]
b. Unmarried [ ]
c. Widow [ ]
5. Family Size:
a. Nuclear [ ]
b. Join family [ ]
6. Monthly Salary:
a. Below 10,000 [ ]
b. 10,000 to 25,000 [ ]
c. 25,000 to 40,000 [ ]
d. Above 40,000 [ ]
7. Education Qualification:
a. PUC [ ]

b. Under Graduate [ ]
c. Post Graduate [ ]
8. How Do You Come To Know About The Organization:

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

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

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

a. Yes [ ]
b. No [ ]
12. Problems Faced in the organization:

Variables Strongly Disagre Neutral Agree Strongly

Disagree e Agree
a. Good Relationship
with Management
b. Rewards and
Recognition
c. Infrastructure
d. Work Schedule
e. Company Policy and

Procedure
f. Availability of
Promotion
Opportunity
g. Job Security
h. Statutory benefit
i. Motivation of
Employees
j. Rate of The
Appraisal System
13. Do You Have an Opportunity to Share Your Ideas at Work:

a. Yes [ ] b. No [ ]

14. Have you attended any training programs:

a. Yes [ ] b. No [ ]
15. Do you feel that the company provides career enhancement opportunities for
your growth and development:
a. Yes [ ] b. No [ ]
16. Are you satisfied with the incentives:

a. Yes [ ] b. No [ ]
17. Are you satisfied with the working hours:

a. Yes [ ] b. No [ ]
18. Are you satisfied with the benefit offered by the organization:
a. Yes [ ] b. No [ ]
19. Does the organization allow you to take leave:
a. Yes [ ] b. No [ ]
20. Will you leave the organization if you get better opportunity than this job:
a. Yes [ ] b. No [ ]

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A STUDY ON EMPLOYEE RETENTION STRATEGIES WITH REFERENCE TO SANDCUBE ANALYTICS PVT LTD

1.1 INTRODUCTION OF THE STUDY:

Employee Retention involves taking measures to encourage employees to remain in

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 1

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

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 2

1.1.1 Definition of the study

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 3

1.2 INDUSTRY PROFILE:

1.2.1 SOFTWARE INDUSTRY IN INDIA – A PROFILE

1.2.2 GROWTH OF INDIA'S IT INDUSTRY

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 4

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 5

The purchasing power of a large section of Indian population has increased

1.2.3 HUMAN RESOURCES IN THE SOFTWARE INDUSTRY:

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 6

1.2.4 ISSUES IN THE SOFTWARE INDUSTRY

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 7

1.2.5 Employee Turnover: A Major Challenge in Today’s Software Industry

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 8

 Better compensation and Benefit

 Poor relationship with Management

 Chang in Work & Life

 Switching to New Technology

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 9

 Flexible Working hours

1.3 Importance of the study:

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

 An organization invests time and money in grooming an individual and makes

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 10

 It has been observed that individuals sticking to an organization for a longer

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 11

 It is essential for the organization to retain the valuable employees showing

1.5 Objective of the study:

 To study the problems of the employees in SandCube Analytics Private Limited,

1.6 Background of the Study:

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 12

1.7 STATEMENT OF THE PROBLEM

Employees are an asset of an organization. The more time an employee spends in an

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 13

1.8 Need of the study:

The researcher attempts to determine employee's retention in the SandCube Analytics

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 14

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 15

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

Ruslan Gurtoviy: We model deferred compensation as a share of an uncertain future

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 16

Klara Nelson: Illuminates significant relationships between three major knowledge

factors impact organization financial performance; this research indicates that

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 17

Ijaz-Ur-Rehman: Comprehensive survey to date of labour turnover and employee

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 18

agent-retention distribution or the performance function has exponential structure.

William A. Brown: Non-profit organizations rely on the mission to attract resources

Muhammad Hassan: Employee retention is the vital challenge in all organizations. He

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 19

2.1.2 What is Employee Retention Today?

According to The HR Priorities Survey from ORC Worldwide an HR consulting

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 20

thus the opposite of turnover, a well-known concept. In addition the perception of

Average employee turnover is 14.4% annually, according to the Bureau of National

GOVT R C COLLEGE OF COMMERCE AND MANAGEMENT 21

Research on the impact of unemployment rates as a proxy for actual opportunities in