A Research Report

On
“A STUDY ON EMPLOYEE RETENTION WITH SPECIAL REFERENCE FROM RAGA
SECURITIES AND FINANCE PVT.LTD”

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF

Dr. Narendra shukla
Director
Submitted By
Bharti Gupta
M.B.A. IV Semester
Roll No. 18119193
BATCH: 2018-20

GYAN GANGA COLLEGE OF TECHNOLOGY

JABALPUR (M.P.)
Submitted To

RANI DURGAVATI VISHWAVIDYALAYA, JABALPUR (M.P.)

2020
 S.No. Particulars

1. Forward

2. Declaration

3. Acknowledgement

4. Executive Summary

5. Introduction

6. Company Profile

7. Objective of the Study

8. Research Methodology

9. Data Analysis and Interpretation

10. Findings

11. Conclusion

12. Suggestions

13. Bibliography
 GYAN GANGA COLLEGE OF TECHNOLOY
JABALPUR (M.P.)

FORWARD

I hereby forward the project entitled on the topic “A STUDY ON EMPLOYEE RETENTION WITH
SPECIAL REFERENCE FROM RAGA SECURITIES AND FINANCE PVT.LTD” Submitted by
Bharti Gupta student of MBA Department, GYAN GANGA COLLEGE OF TECHNOLOGY
JABALPUR (M.P.) in partial fulfillment of the requirement for the award of the degree of Master of
Business Administration for the subject MS-402 Evaluation of Management Skills through Presentation
of the syllabus of Rani Durgavati Vishwavidyalaya, Jabalpur (M.P.).

Director

MBA

i
 GYAN GANGA COLLEGE OF TECHNOLOGY

JABALPUR (M.P.)
DECLARATION

I hereby declare that the project entitled “A STUDY ON EMPLOYEE RETENTION WITH
SPECIAL REFERENCE FROM RAGA SECURITIES AND FINANCE PVT.LTD” which is
being submitted in partial fulfillment of the requirement for the award of the degree of MBA
Subject MS- 402 Evaluation of Management Skills through Presentation of the syllabus of Rani
Durgavati Vishwavidyalaya, Jabalpur, (M.P.) is an authentic record and all the information and
facts furnished by me are true to my knowledge and are based on the information collected through
primary and secondary research done by me.

The matter reported in this project is neither being used elsewhere nor has been submitted earlier
for the award of degree of Master of Business Administration.

Date -
Submitted By
Place :
Bharti Gupta
M.B.A. IV Semester

ii
 ACKNOWLEDGEMENT

It is with the sense of gratitude; I acknowledge the efforts of several people who have helped me
directly or indirectly to conduct this project work.

Words fail to express adequately my feeling of deep sense of gratitude which I owe from deep of my
heart to Director MBA, Dr. Narendra Kumar Shukla Sir; Dr. Narendra Kumar Shukla Sir, Director
and all the faculty members for their valuable support and counseling, constant help and guidance
without which the completion of this project would not have been possible.

I am grateful to my parents who brought me up with love and encouragement to this stage and have
always stood beside me as my pillars of strength and guidance.

Last but not the least I would like to thank almighty who has always guided me to walk on the right
path of life.

Submitted By

Bharti Gupta

M.B.A. III Semester

iii
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 enc

xvBouraged 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.

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

environment. Organizations are continuously changing. This changing environment is not only

effecting the organizations but also the employees working in it. In order to maximize

organizational efficiency and for optimal utilization of the resources, human resources must

be managed properly. Human resource management plays a vital role in this regard. They are

responsible that how employees are treated in the organization.

Employee retention is 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

1
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.

Definition of the study

He explains the first key to success is indeed people. He fined the right people first; the vision

and strategy can follow. It is the people in organization, who are the key to success.

The organizations want to hold the valued employees. Many approaches are used in this

regard. The one approach sees success in rewards the second in making jobs more valuable

(training and advancement).

- Jim Collins

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

2
Retain employees:

Motivation is necessary for work performance because, if people do not feel inclined to

engage themselves in work behavior, they will not put in necessary efforts to perform well.

However, performance of individual in the organization depends on variety of factors besides

motivation. It is therefore desirable to identify various factors. For instance, employees’

knowledge and skills are important performance drivers. Another factor is the company’s

ability to retain its employees with attractive benefit packages. Motivation is a prominent tool

to retain employees with greater compensation packages.

Companies have now realized the importance of retaining their qualitative workforce and

retaining their quality performers, contributes to productivity of the organization and

increase morale among employees. Middle and top management plays a vital role in the

people dimensions of the organization. The organization culture in a long run converts to

organizational ethics and people feel reluctant to leave by making it as a stepping stone when

appreciation and rewards in form of compensation awaits them in comparisons to the market

trend. In view of the description given it is necessary to examine the facts as how to retain

them. There are four basic factors that play an important role in increasing employees’

retention, include: salary and remuneration, providing recognition, benefits and

opportunities for individual growth as presented in figure 1.1. But are they really positively

contributing to the retention rates of the company? Salary these days hardly reduce turnover.

Today’s employees look beyond money factor. In order to ensure that organizations are

behaving more customer-oriented, they need to be equally employee centric in order to

match the intellectual property and their products and services.

3
Employee Retention refers to the techniques employed by the management to help the

employees stay with the organization for a longer period of time. Employee retention

strategies go a long way in motivating the employees so that they stick to the organization for

the maximum time and contribute effectively. Sincere efforts must be taken to ensure growth

and learning for the employees in their current assignments and for them to enjoy their work.

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

organization:

 Hiring is not an easy process: The HR Professional shortlists few individuals from a

large pool of talent, conducts preliminary interviews and eventually forwards it to the

respective line managers who further grill them to judge whether they are fit for the

organization or not. Recruiting the right candidate is a time consuming process.

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

ready to work and understand the corporate culture: A new joinee is completely raw

and the management really has to work hard to train him for his overall development.

It is a complete wastage of time and money when an individual leaves an organization

all of a sudden.

 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.

 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

4
 an organization know the organization in and out and thus are in a position to

contribute effectively.

 Every individual needs time to adjust with others: One needs time to know his team

members well, be friendly with them and eventually trust them. Organizations are

always benefited when the employees are compatible with each other and discuss

things among themselves to come out with something beneficial for all. When a new

individual replaces an existing employee, adjustment problems crop up. Individuals

find it really difficult to establish a comfort level with the other person. After striking

a rapport with an existing employee, it is a challenge for the employees to adjust with

someone new and most importantly trust him. It is a human tendency to compare a

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

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

are more loyal towards the management and the organization: They enjoy all kinds

of benefits from the organization and as a result are more attached to it. They hardly

badmouth their organization and always think in favour of the management. For them

the organization comes first and all other things later.

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

potential: Every organization needs hardworking and talented employees who can

really come out with something creative and different. No organization can survive if

all the top performers quit. It is essential for the organization to retain those

employees who really work hard and are indispensable for the system.

5
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 in

Kuwait. 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 (Coff 1996), 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.

6
Raga Securities & Finance Pvt. Ltd. is much renowned in the Mahakaushal Region for giving

the services in the investment & stock market sector. Its promoters float the company in the

year 1995. Prime Focus on customer satisfaction, ethical and transparent business practices,

respect for professionalism, and implementation of cutting-edge technology have enabled it

to blossom as the leader in this business in the Mahakaushal region since 1994. The company

is providing equity investment solutions to thousands of investors through several outlets

spanning all over the country.

Raga Securities & Finance Pvt. Ltd. provides services like Advice-Based Broking, E-Broking

Services, Commodities Trading, and IPO and Mutual Fund Investment Advisory Services. The

organization finds its strength in its team of young, talented and confident individuals.

Qualified professionals carry out different functions under the able leadership of its

promoters Its stringent employee selection process, focus on continuous training and

adoption of best management practices drive Raga Securities & Finance Pvt. Ltd. quest to

achieving its vision.

After Understanding the needs of the Different sets of Persons. We have brought Our Online

Broking Services. For your convenience we have brought Two Unique Platforms to choose

from:-

Online A/c Features

• Trade From any net enabled PC at Your convenience

• Instant credit and money transfer

• Online orders on the phones

• 24X7 access to your of Back-Office records.

• Dedicated Technical Support.

7
• Two Options to choose from:

1. Web Based Trading,

2. Software Based Trading

For Small Traders and Investors we has our all new and unique Web Based Trading Platform

Registered Office
Raga Complex, Corporation Road, Jabalpur (M.P.) Ph. No. : 0761-3071021,

0761-3071022,24,25 Fax No.: 0761-3071007 Email: mail@ragadirect.com,

ragajbp@yahoo.com

8
COMPANY MISSION:

 To be a respected, nationwide, full service bank with a focus on the growth

segments of the economy.

 To be leaders in our chosen segments, committed to excellence in all we do.

 To be customer centric, creating a “wow” experience through personalized service.

 To build strong relationships with our employees, our customers and our

shareholders.

 To be of service to the community in which we work and live in.

COMPANY VISION:

 We will be India’s most respected and admired financial services brand.

 We are passionate about creating magic in people’s lives through personalized

service and partnering them in realizing their dreams.

 We will achieve this by demonstrating the highest levels of Integrity, delivering

consistently superior performance and creating value for our employees, customers,

shareholders and the communities we work and live in.

9
  To study about the employee retention of Raga securities and finance pvt.ltd.

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

 To identify the factors causing dissatisfaction of the employee and motivating the

employees of the raga securities and finance pvt. Ltd.

The researcher attempts to determine employee’s retention in the Raga securities and

finance pvt. ltd.. This study is designed to explore the main retention factors for Raga

securities and finance pvt. ltd. employees. The researcher also made an attempt to

understanding about Employee’s satisfaction and in Raga securities and finance pvt. ltd.

10
The basic practices which should be kept in mind in the employer retention strategies are:

1. Hire the right people in the first place.

2. Empower the employee: Give the employees the authority to get things done.

3. Make employee realize that they are the most valuable asset of the organization.

4. Have faith in them, trust and respect them.

5. Provide them information and knowledge.

6. Keep providing them feedback on their performance.

7. Recognize and appreciate their achievements .

8. Keep their morale high.

9. Create an environment where the employee want to work and have fun.

1. Job is not what employee expected.

2. Stress of overwork.

3. Lack of Appreciation.

4. Lack of Trust and Support.

5. Compensation.

6. New job offers.

11
Ho – There is a positive relationship between the factor “Salary , Compensation, Job

security, Reward and recognitions” of employee retention in Raga securities and finance

pvt. ltd

H1 – There is no positive relationship between the factor “Salary, Compensation, Job

security, Reward and recognitions” of employee retention in Raga securities and finance

pvt. ltd.

12
Introduction:
Research is the process of systematic and in-depth study or search for any particular

topic, subject or area of investigation, backed by collection, compilation, presentation and

interpretation of relevant details or data. Research methodology is a way to systematically

solve the research problem. It may be understood as a science of studying how research is

done scientifically.

Research may develop hypothesis and test it. In it we study the various steps that are

generally adopted by the researcher in studying his research problem along with the logic

behind them.

Research must be based on fact observable data forms a sound basis for research

inductive investigation lead better support to research finding for analysing facts a scientific

methodology of analysis must be developed and result interpreted logically.

It is necessary for the researcher to know not only the research method or techniques but

also the methodology. Thus, when we talk of research methodology we not only talk of the

research methods but also consider the logic behind the methods we use in the context of

our research study and explain why we are using a particular method or technique and why

we are not using others so that research results are capable of being evaluated either by the

researcher himself or by others.

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

which the decision-maker may use for his action or solution.

13
A research design is purely and simply the frame work plan for a study that guides the

collection and analysis of a data. In this study the researcher has adopted descriptive research

design.

It includes surveys and fact finding enquires of different kinds. It simply describes something

such as a demographic of employees. It deals with description of the state of offers as it is

and the researchers have no influence on the respondents.

Data collection 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.

 Primary Data

 Secondary Data

Survey Method

14
 Questionnaire

The employees of the organization.

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 of 60 employees. The techniques of sampling unit in this study are convenience

sampling.

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.

15
Analysis:
Analysis is classifying and rearranging the raw data to arrive at meaningful

interpretation.

Interpretation:

Interpretation is essential because it brings the outcome of the analysis into forefront.

✓ It is through interpretation that the researcher can understand the abstract principles

that work beneath his founds. Through this he can linkup the same abstract with those of

other studies having the same abstract principle.

✓ Interpretation leads the establishment of explanatory concepts that can serve as a guide

for tutor research studies.

✓ Research can appreciate only through interpretation which can make other to understand

of researcher finding a per project study. The data collect are analyzed sing simple

percentage tool as the against the total number of the respondents.

✓ The content analysis presented in the form of tables and charts.

16
 TABLE NO:1

NAME OF THE RESPONDENT

NUMBER OF THE RESPONDENT

RESPONDED NOT RESPONDED

INTERPRETATION:

The above table shows that the 98.3% peoples are respondend out of 60 i.e. 59 has

responded the 1.7% i.e. 1 out of 60 has not responded.

17
 TABLE NO.2:
AGE OF THE RESPONDENT
S.NO. AGE NO. OF RESPONDENT PERCENTAGE
1. BELOW 25 YEARS 45 76.3%
2. 26 YEARS TO 35 YEARS 14 23.7%
3. 36 YEARS TO 45 YEARS 0
4. ABOVE 45 YEARS 0
TOTAL 59 100%

INTERPRETATION:
The above table shows that the 76.3% of the respondent are between the age of below

25 and 23.7% respondent are between the age of the 26-35. The majority 76.3% respondent

are below the age of the 25.

18
 TABLE NO. 3:
GENDER OF THE RESPONDENTS

S.NO. GENDER NO. OF RESPONDENTS PERCENTAGE

1. MALE 25 42.4%
2. FEMALE 34 57.6%
TOTAL 59 100%

INTERPRETATION:
The above table shows that the 57.6% respondent are female and 42.4% respondent

are male. The majority 57.6% of the respondent are male.

19
 TABLE NO. 4:

MARITAL STATUS OF THE RESPONDENT

S.NO. MARITAL STATUS NO. OF RESPONDENT PERCENTAGE

1. MARRIED 2 3.4%

2. UNMARRIED 57 96.6%

3. WIDOW 0

TOTAL 59 100%

INTERPRETATION:

The above table shows that the 96.6% respondent are unmarried and 3.4% respondent

are married. The majority 96.6% are unmarried.

20
 TABLE NO. 5:

FAMILY SIZE OF THE RESPONDENT

S.NO. FAMILY SIZE NO. OF RESPONDENT PERCENTAGE

1. NUCLEAR 39 66.1%

2. JOINT FAMILY 20 33.9%

TOTAL 59 100%

INTERPRETATION:

The above table shows that the 66.1% i.e. 39 respondent are from nuclear family and

33.9% i.e. 20 respondent are belong from joint family. The majority respondent (39) are

belong from nuclear family.

21
 TABLE NO. 6:

MONTHLY SALARY OF THE RESPONDENT

S.NO. MONTHLY SALARY NO. OF RESPONDENT PERCENTAGE

1. BELOW RS. 6000 16 28.1%

2. RS.6000 TO RS.12000 14 24.6%

3. RS. 12000 TO RS.18000 12 21.1%

4. ABOVE RS. 18000 15 26.3%

TOTAL 57 100%

INTERPRETATION:

The above table shows that 28.1% of the respondent are having the monthly income

below rs.6000 , the 24.6% of the respondent are having the monthly income between the

rs.6000 to rs.12000, the 21.1% of the respondent are having the monthly income between

the rs.12000 to rs.18000 and the 26.3% of the respondent are having the monthly income

above rs.18000. The majority of the respondent are having the monthly below rs.6000.

22
 TABLE NO. 7:
AWARENESS OF THE ORGANIZATION

S.NO. KNOW ABOUT THE NO. OF RESPONDENT PERCENTAGE

ORGANISATION
1. FRIENDS 47 83.9%
2. RELATIVES 4 7.1%
3. NEIGHBOUR 0
4. NEAR BY HOME 5 8.9%
TOTAL 57 100%

INTERPRETATION:

The above table shows that the 83.9% are aware about the organisation through their friends,

the 7.1% respondent are aware about the organisation through the relatives, and 8.9%

respondent are aware about the organisation through near by home. The majority of the

respondent are aware about the organisation through the friends.

23
 TABLE NO.8:

CLASSIFICATION ON THE BASIS OF EXPERIENCE

S.NO. EXPERIENCE NO. OF RESPONDENT PERCENTAGE

1. BELOW 2 YEARS 45 78.9%

2. 2 YEARS TO 4 YEARS 6 10.5%

3. 4 YEARS TO 6 YEARS 3 5.3%

4. ABOVE 6 YEARS 3 5.3%

TOTAL 57 100%

INTERPRETATION:

The above table shows that the 78.9% of the respondent have experience of below 2 years,

the 10.5% of the respondent have experienced of between 2 years to 4 years, and 5.3% of the

respondents have experience of between 4 years to 6 years and above 6 years. The majority

of the respondent have the experience of below 2 years.

24
 TABLE NO.9:

DO YOU HAVE ANY RETENTION PROBLEM?

S.NO. RETENTION PROBLEM NO. OF RESPONDENT PERCENTAGE

1. YES 3 5.3%

2. NO 54 94.7%

TOTAL 57 100%

INTERPRETATION:
The above table shows that the 5.3% of the respondent have the retention problems and the

94.7% of the respondent don’t have retention problem. The majority of the respondent don’t

have any retention problem.

25
 TABLE NO. 10:
RELATIONSHIP WITH MANAGEMENT
S.NO. RELATIONSHIP WITH NO. OF RESPONDENT PERCENTAGE
MANAGEMENT
1. AGREE 33 55.9%
2. STRONGLY AGREE 8 13.6%
3. NEUTRAL 16 27.1%
4. DISAGREE 2 3.4%
5. STRONGLY DISAGREE 0
TOTAL 59 100%

INTERPRETATION:
The above table shows that 55.9% of the respondent is agree with the good relationship with

the management, 13.6% of the respondent is strongly agree with the good relationship with

the management, 27.1% of the respondent are neutral with the good relationship with the

management and 3.4% of the respondent are disagree with the good relationship with the

management.

26
 TABLE NO. 11:
COMFORTABLE WITH WORK SCHEDULE?
S.NO. WORK SCHEDULE NO. OF RESPONDENT PERCENTAGE
1. STRONGLY AGREE 34 57.6%
2. AGREE 18 30.5%
3. NEUTRAL 1 1.7%
4. DISAGREE 6 10.2%
5. STRONGLY DISAGREE 0
TOTAL 59 100%

INTERPRETATION:
The above table shows that 57.6% of the respondent are agree with the work schedule, the

30.5% of the respondent are neutral with the work schedule, the 1.7% of the respondent are

disagree with the work schedule and the 10.2% of the respondent are disagree with the work

schedule. The majority of the respondent are agree with the work schedule.

27
 TABLE NO.12:
SATISFATION TOWARDS THE WORK ENVIRONMENT
S.NO. WORK ENVIRONMENT NO. OF RESPONDENT PERCENTAGE
1. HIGHLY SATISFIED 35 59.3%
2. SATISFIED 17 28.8%
3. NEUTRAL 1 1.7%
4. DISSATISFIED 1 1.7%
5. HIGHLY DISSATISFIED 5 8.5%
TOTAL 59 100%

INTERPRETATION:
The above table shows that the 59.3% of the respondent are highly satisfied with the work

environment, the 28.8% of the respondent are satisfied with the work environment, the 1.7%

of the respondent are neutral and dissatisfied with the work environment, and 8.5% of the

respondent are highly dissatisfied with the work environment.

28
 TABLE NO. 13:
FACTORS MOTIVATING THE EMPLOYEES
S.NO. FACTORS NO. OF RESPONDENT PERCENTAGE
1. INCREASE IN SALARY 35 59.3%
2. PROMOTION 35 59.3%
3. LEAVES 9 15.3%
4. POWER 12 20.3%
TOTAL 59 100%

INTERPRETATION:
The above table shows that the 59.3% of the respondent i.e. 35 employees believes that the

increase in salary and promotion are the factors which help in motivating the employees

whereas 15.3% (9) of the respondent are believe that the leaves is the factor that helps in

motivating the employee and 20.3% of the respondent believe that the power is the factor

which help in motivating the employee. The majority of the respondent i.e. 59.3% are believe

in the increase in salary and promotion helps the employee to motivate.

29
 TABLE NO. 14:
RESPONSE ABOUT THE COMPANY POLICY PROVIDED
S.NO. COMPANY POLICY NO. OF RESPONDENT PERCENTAGE
1. HIGHLY SATISFIED 4 7%
2. SATISFIED 31 54.4%
3. NEUTRAL 21 36.8%
4. DISSATISFIED 1 1.8%
5. HIGHLY DISSATISFIED
TOTAL 57 100%

INTERPRETATION:
The above table shows that the 54.4% of the respondent are satisfied with the company

policy, the 7% of the respondent are highly satisfied with the company policy, the 36.8% of

the respondent are neutral with the company policy and 1.8% of the respondent are

dissatisfied with the company policy. The majority of the respondent are satisfied with the

company policy.

30
 TABLE NO. 15:
SATISFACTION REGARDING THE CAREER DEVELOPMENT
S.NO. CAREER DEVELOPMENT NO. OF RESPONDENT PERCENTAGE
1. STRONGLY AGREE 6 10.2%
2. AGREE 37 62.7%
3. NEUTRAL 16 27.1%
4. DISAGREE
5. STRONGLY DISAGREE
TOTAL 59 100%

INTERPRETATION:
The above table shows that the 10.2% of the respondent are strongly agree with the career

development opportunity, 62.7% of the respondent are agree with the career development

and 27.1% of the respondent are neutral with the career development opportunity. The

majority of the respondent 62.7% are agree with the career development.

31
 TABLE NO. 16:

OPINION ABOUT THE OPPORTUNITIES FOR DEVELOPMENTS

S.NO OPINION NO. OF RESPONDENT PERCENTAGE

1. HIGHLY SATISFIED 4 6.8%

2. SATISFIED 35 59.3%

3. NEUTRAL 15 25.4%

4. DISSATISFIED 3 5.1%

5. HIGHLY DISSATISFIED 2 3.4%

TOTAL 59 100%

INTERPRETATION:
The above table shows that the 59.3% of the respondent are satisfied with the opportunities

for promotion, the 25.4% of the respondent are neutral with the opportunities for

promotion, only the 6.8% of the respondent are highly satisfied with the opportunities for

promotion where as 5.1% and 3.4% of the respondent are dissatisfied and highly dissatisfied

with the opportunities for promotion. The majority of the respondent 59.3% are satisfied with

the opportunities for promotion.

32
 TABLE NO: 17
SATISFACTION TOWARDS THE PERFORMANCE APPRAISAL SYSTEM
S.NO. SATISFIED NO. OF RESPONDNET PERCENTAGE

1. YES 51 87.9%
2. NO 7 12.1%

TOTAL 58 100%

INTERPRETATION:
The above table shows that the 87.9% of the respondent are satisfied with the performance

appraisal system whereas the 12.1% of the respondent are not satisfied with the performance

appraisal system. The majority of the respondent i.e. 87.9% are satisfied with the

performance appraisal system.

33
 TABLE NO:18
SATISFIED WITH THE INCENTIVES
S.NO. SATISFIED NO. OF PERCENAGE
RESPONDENT

1. YES 44 74.6%
2. NO 15 25.4%
TOTAL 59 100%

INTERPRETATION:
The above table shows that the 74.6% of the respondent are satisfied with the incentives

whereas the 25.4% of the respondent are not satisfied with the incentives. The majority of

the respondent are satisfied with the incentives.

34
 TABLE NO: 19
SATISFIED WITH THE WORKING HOURS
S.NO. SATISFIED NO. OF RESPONDENT PERCENTAGE

1. YES 49 83.1%
2. NO 10 16.9%
TOTAL 59 100%

INTERPRETATION:

The above table shows that the 83.1% of the respondent are satisfied with the working hours

whereas the 16.9% of the respondent are not satisfied with the working hours. The majority

of the respondent i.e. 83.1% of the respondent are satisfied with the working hours.

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 TABLE NO: 20

OPINION ABOUT THE SATUTORY BENEFIT PROVIDED

S.NO. SATISFACTION NO. OF RESPONDNET PERCENTAGE

1. HIGHLY SATISFIED 5 8.5%

2. SATISFIED 31 52.5%
3. NEUTRAL 20 33.9%
4. DISSATISFIED 3 5.1%
5. HIGHLY DISSATISFIED
TOTAL 59 100%

INTERPRETATION:
The above table shows that the 52.5% of the respondent are satisfied with the statutory

benefit provided by the company , the 8.5% of the respondent are highly satisfied with the

statutory benefit provided by the company , whereas the 33.9% of the respondent gives the

neutral opinion about the statutory benefit of the company and 5.1% of the respondent are

dissatisfied with the statutory benefit provided by the company. The majority of the

respondent are i.e. 52.5% are satisfied with statutory benefit provided by the company.

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 TABLE NO: 21

WHAT DID YOU LIKE MORE ABOUT THE ORGANISATION

S.NO. THING WHICH LIKE NO. OF RESPONDENT PERCENTAGE

1. COMPENSATION 10 16.9%
2. REWARD AND RECOGNITION 26 44.1%
3. JOB SECURITY 32 54.2%
4. RELATIONSHIP 26 44.21%
TOTAL 59 100%

INTERPRETATION:

The above table shows that the 54.2% of the respondent like the job security most about the

organisation, the 44.1% of the respondent like rewards and recognition and relationship

about the organisation and only 16.9% of the respondent like the compensation about the

organisation. The majority of the respondent like most the job security about the

organisation.

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H0: This Hypothesis has been formulated with regard to employees opinion on employee

retention. There is significantly a positive relationship between the factor “ Salary ,

Compensation , Job security, Rewards and Recognition”. The result pertaining to this

hypothesis are shown in the above analysis that “Salary, Compensation, Job security and

Reward and Recognition” are the factors which motivates the employees to stay in the

organisation. These factors shows the positive relationship in the organisation. The above

analysis shows that the majority of the respondent are motivated with the factor “Salary” and

the factors “Job security, Rewards and Recognition and Compensation” are mostly liked about

the organisation.

H1: This hypothesis has been formulated with regard to employees opinion on employee

retention. There is significantly no positive relationship between the factors “ Salary,

Compensation, Job security, Rewards and Recognition”. The result pertaining to this

hypothesis is incorrect. The above analysis shows the positive relation between the factors

and the organisation.

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 Majority 76.3% of the respondent are between the age of below 25 years

 Majority 57.6% of the respondent are female.

 Majority 96.6% of the respondent are unmarried.

 Majority 66.1% of the respondent are belong from the nuclear family.

 Majority 28.1% of the respondents monthly income is below rs.6000.

 Majority 83.9% of the respondent are aware about the organisation through friends.

 Majority 78.9% of the respondent are having the experience of below 2 years.

 Majority 94.7% of the respondent don’t have the retention problem but the

remaining of the respondent have the retention problem.

 Majority 55.9% of the respondent are agree with the good relationship with

management.

 Majority 57.6% of the respondent are comfortable with the work schedule of the

organisation.

 Majority 59.3% of the respondent are satisfied with the working environment of the

organisation.

 Majority 59.3% of the respondent are motivated with the factor of increase in the

salary and promotion.

 Majority 54.4% of the respondent are satisfied with the company policy provided by

the organisation.

 Majority 62.7% of the respondent are satisfied with the career development

program of the organisation.

 Majority 59.3% of the respondent are satisfied with the promotion opportunities of

the organisation.

 Majority 87.9% of the respondent are satisfied with the performance appraisal

system of the organisation.

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 Majority 74.6% of the respondent are satisfied with the incentives provided by the

organisation.

 Majority 83.1% of the respondent are satisfied with the working hours of the

organisation.

 Majority 52.5% of the respondent are satisfied with the statutory benefits provided

by the organisation.

 Majority 54.2% of the respondent mostly like the job security factors in the

organisation and 44.1% of the respondent likes the rewards and recognition factor in

the organisation.

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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 want to reduce their employee retention problem and provide
promotion offers to their employees.

✓ The company should provide job security and statutory benefits to their employees.

✓ The company should provide training programs for their employees.

✓ The company should provide career opportunities to the employees.

✓ The company should provide proper incentives to the employees.

✓ The company should maintain proper work timings for the employees and should
main a proper attendance of the employees.

✓ The company should provide other benefits properly to the employees.

✓ The company should provide Rewards and Recognition to the employees.

✓ The company should provide promotions opportunities to the employees.

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The research has a humble attempt in identifying the causes of employee retention and

come up with a few suggestions raga securities and finance pvt.ltd exists a low level of

employee retention and also did Research hypothesis as dependent variable and

independent variable where Ho is accept because it show the positive relationship with

Employee retention.

So, the management has simply to concretize people and live them alone with an

environment in which they find it possible it behave appropriately, identify the problem,

appreciate the need to resolve it, identify the factors and contributing to the problem and

behave in ways that would either eliminate the casual variables or reduce their influence on

the problems. Though slow, the process of concretization is sure to produce the desired

results conducted in proper ways.

Employees comprise the most vital assets of the company. In a work place where

employees are not able to 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 bringing bright new ideas for its growth.

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Reference book:

1. Kothari. C. R, Research methodology methods and techniques, Wishwa prakashan.

Bhopal.

2. Prof. Memo riya, Personal management, Narayan publications. Bhopal

3. Rao vsp, Human resource management , Anurag jain. Indore

4. Tripathi. P.C, Human resource management, Sultan chand and sons.

5. Taylor stephen, The Employee Retention handbook, The cromwell press.

6. www.Ragadirect.com

❖ Reference articles: 1. Manikandan. p, HRM review, The ICFAI University, Volome-3 ,Issue-
5, and March 2007. 2. Arthur, Effects of human resource system on manufacturing
performance and turnover, Academey of Management journal, Volume-2, issue-3, and june
2006.

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