Synopsis

In today's business environment, it is true that many jobs are lost through
layoffs and retrenchment to build a lean organization. However, it is also
important to note that organizations should stop losing performing employees
because of declining job satisfaction and a lack of motivation to stick around for
the long term. Employees who are engaged and motivated will be committed to
the organization's goals; Consequently, organizations will also need to
demonstrate a similar level of dedication to employee goals. Here, HR's job is to
constantly work to bring employee aspirations in line with organizational
objectives. This goal can be met by creating a stimulating work environment
that supports and attends to employees' needs for personal development. It is
crucial for HR to look for common points of intersection despite the complexity
of these factors and the fact that they cannot be addressed on an individual
employee basis because they may vary case by case. Job satisfaction or
employee motivation is researched not just to manage turnover but also because
there are other negative effects of dissatisfaction like absenteeism, low
performance, lower morale, low contribution to the team, less coordination, and
less orientation towards organizational goals. These effects could affect an
organization's ability to compete in the fiercely competitive business
environment. In order to promote an organizational culture that takes into
account the current need, HR must create an organizational environment.
LITERATURE REVIEW

Amegashie-Viglo (2014) pointed out that recruitment and selection processes of job
applicants were based on merit. Objective and credible recruitment and selection strategies
were adopted by the organization to ensure that the right caliber of job applicants were
identified and employed at minimum cost to the organization.

NOVAC, and CIOCHINĂ (2018) identified and analyze the current trends and challenges
within human resources management, especially in the recruitment and selection processes by
using online social networks. The research is specifically focused on identifying the
perceptions of human resources specialists regarding the use of popular online social
networks in searching for talent, to investigate whether the use of special job recruitment
platforms and human resources management platforms are useful for these endeavors. The
interview analysis revealed that human resources professionals start developing a PR (public
relations) and marketing mind-set considering the challenges that they are faced with in
attracting a relevant pool of candidates on social media, but are also constrained by the limits
imposed by the HR (Human Resources) norms within the organization. The HR professionals
from our sample suggested that they are also getting involved in researching the online
platforms where candidates spend most of their time and their efforts combined with the
marketing objectives should reach desired results, when possible.

Gigauri (2020) evaluated that Covid- 19 pandemic has brought challenges to the
organizations and enforced them to change HRM systems to adapt to the new reality. The
research demonstrated that people are ready to use new technologies for online working.

Shreenath (2020) by studying the change evaluated that companies are looking for
innovative solutions to keep operations working smoothly through these unusual times. They
are transitioning their functions through digital platforms to continue running their business
efficiently. Redesigning the whole recruitment funnel in order to ensure that it seamlessly
transition the functions.

Neve, and Lokhande (2020) studied that the present response of companies to the pandemic
is complex and having some negative also as positive outcomes. Employees and
organizations accepting the challenge of crisis and adapting new reality to realize their goals.
HR management taking efforts towards their employees by online HR process, online
training and developing their skills for future. On the opposite hand, however, crisis
management dictates the businesses to chop costs on training sessions and on other
development activities. Thus, it’s important that the HR management finds the proper balance
between cutting costs thanks to recession and developing the staff. Otherwise, effectiveness
and efficiency can’t be achieved.

Gigauri (2020) interpreted and analyzed the data with the approach of qualitative content
analysis and have theorized the similar trends experienced during the crisis situation
regarding human resource management and impact on employee wellbeing. Today, the main
goals companies set in association with HR management are to organize hybrid model to
allow the workforce to continue working remotely, to revise organizational culture
correspondingly, to hire remote employees, and create digital office spaces.

Akkermans, Richardson, and Kraimer (2020) in their article, they have argued that the
Covid-19 pandemic can be considered a career shock that will have a major impact on
people's work and careers. They argued that the impact will be the consequence of a dynamic
interplay between contextual and individual factors, which will differ for people across career
and life stages. They also argued that there may be differences between short-term and long-
term consequences.

Racano, and Roberto (2020) explained how HR managers in Swedish companies approach
themselves to this digital change and the reasons for this approach, investigating the
advantages/disadvantages and opportunities/challenges involved. Large and fast-growing
companies which have a more frequent recruitment need and a higher turnover rate are
working to introduce AI technology into their recruitment process.

Radosavljević, Anđelković, and Krasulja (2020) suggested that digitalization the

recruitment process in companies reduces problems in the effect of blindness on a candidate’s
positive or negative characteristics. Computers do not have emotions and in that sense, they
do not even have a subjective opinion. It must be remembered that sometimes intuition does a
great job for which the algorithm would not give a passing grade. An experienced HR
manager knows how to recognize significant talent. Selection of candidates according to
predefined variables using digital platforms provide further passage only to those candidates
who fully meet the requirements of the job. Access to candidates is easier, more candidates
can be attracted, engagement time is shorter and therefore the cost of the whole process is
lower.

Ismail, Zhi Zhi, Nasuredin (2021) examined the effects and consequences of the pandemic
Covid19 on human resource management in ensuring industrial harmony.

Al-Zagheer, Barakat (2021) studied the impact of the Corona pandemic on increasing the
use of electronic recruitment. The aim of this paper is to demonstrate the concept of
electronic Recruitment, the benefits -for both employers and job seekers but e-recruitment is
not without some drawbacks.

Selvi, Raheem, and Omprakash (2021) studied that there has been a dramatic change
caused in this pandemic environment which has unprecedented implications on business
organizations and have influenced human resource management intensely. It is seen that the
HRM needs to take a lead with “human focused” approach in the present vague situation
helping out the people to cope with stress and to continue with working from remote without
affecting the business operations of the organization.

Nesterova (2021) analysed the importance of digital transformation has increased

dramatically during the Covid-19 pandemic in Latvian SMEs. Integration of digital tools
made business activities possible. The Covid-19 pandemic accelerated digitalization of
business processes in Latvian SMEs.

Hayat, Keshavarzi, Zare, Bazrafcan, Rezaee, Faghihi, Amini, and Kojuri (2021)
believed that methods of evaluation in e-learning were more suitable for diagnosis and
formative evaluations. Medical schools have necessarily moved towards e-learning to
compensate for the interruption in classroom education.
 Fig.- 2: - Factors Affecting Employee Retention

Factor Affecting Employee Retention Literature Review

Many Research conducted last 10-15 years to identify those factors which have a major
impact on increase employee retention to stay in the organization. The aim of the study is to
identify on testing the relative frequency with that factor which has a major impact to
increase employee intention to stay within the organization. These factors are mentioned
below-

1. Compensation and benefits:

In the opinion of Osibanjo (2014) compensation means the sum of financial and non-financial
remuneration offered to employees for providing valuable services. It includes. Salaries,
bonus, incentives and other fringe benefits like holidays, insurance and vehicle provided by
the company. There is a link between employee benefits and retention of employees as it is
another aspect of making people stay in the organization. In the year 1984 Maccoby
identified the job satisfaction of employees and supervisor of Bell system over a five-year
period and found that one of the main causes providing satisfaction to employees and
supervisors is their salary and additional benefits which also motivate them to work
productively and happy to stay in the organization. (Factors Affecting Employee Retention)
Establishing a proper compensation culture that supports employee development is one of the
major challenges for companies. Many organizations claims that the basic pay will lead to a
rise in the performance but the scenario is a bit different. Some companies have the policy to
reward people for individual achievement and not for the group. These policies can cause
frustration in employees. (Sinha & Sinha, 2012)

2. Performance management system:

The primary objective of managing performance is establishing high performance culture

wherein teams and individual take responsibility for the improvement of business and the
organizations and also for their skills and contributions within a framework provided by
effective leadership. Its main purpose is to focus employees on doing the right things by
achieving goal clarity. It delivers the opportunity of improvement process of the employee as
well as employers. Performance management is a systematic process. It is a concern with
measuring output and showcasing the gap as well as result of desired performance vs actual
performance. It’s a platform where the employee gets beneficial, valuable feedback. Without
a performance system, a company can’t identify its valuable employee. (Wanjiru, 2007).
According to Miner and Crane (1994), Performance management is more effective if its focus
on determining the productivity along with profitability and performance-based
compensation. They give a statement on that it gives a valuable result for human resources
planning in that it defines the improvement needs of those who may get change for better
future jobs and help to increase the intention of employees to stay in the organization.
(Wanjiru, 2007)

3. Job satisfaction:

Job satisfaction is stated as an attitude that individuals have about their jobs. It results from
how they view their work. This definition also places a big focus on effect, which is another
word for feeling. This element deals with a person's attitude, whether it is positive, negative,
or neutral (Greenberg and Baron 2000). Some of these descriptions’ cognate with the
affective response of people to the current job are unidimensional: people are mainly satisfied
or dissatisfied with the job (Ward and Sloane 1999). It should be kept in mind that people's
levels of job satisfaction fluctuate and that these variations are the consequence of both job-
related elements and personal characteristics, in addition to the notion that job satisfaction is
a summary appraisal that people make of their work. (Aydogdu & Asikgil 2011). One of the
components vital for retaining of employees of any age is job flexibility (Boomer Authority,
2009). Analysts depict the significance of business adaptability, for example, booking
varieties that better oblige singular work times, workloads, duties, and areas around family
obligations (Cunningham 2002; Pleffer 2007). Studies led in the past demonstrates that
adaptability engages individual to encourage a more advantageous harmony amongst work
and individual commitments, something that interests to all times of employees. (Sinha &
Sinha 2002)

4. Training and development:

Training and development are one of those important factors which influence the employee’s
intention to stay in the organization. At any age. United States Department of Labor, in 2009
posted a statement that Statistical evidence indicates job training is a major critical factor for
behavioral and professional development for every employee. As per Boomer Authority, in
2009 – The entrance accessibility to the preparation and advancement for all workers is basic
in encouraging hierarchical development, especially with execution and innovative upgrades.
Research underpins that both the authoritative advantages and the cost sparing related to
preparing programs exceed the underlying cost that acquires (Prenda and Stahl 2001). Eisen
in 2005 states that preparation programs are accessible to every one of the representatives
connect with a 70% expansion in worker consistency standard. Research demonstrates
preparing techniques that draw in a worker with a vocation challenge, propel openings, work
motivating forces, focused wages or benefits and a strong workplace is powerful maintenance
methodologies for representatives of all ages. Proof backings the conclusion that entrance to
normal preparing program improves development, success and worker maintenance. (Wander
2006). Preparing benefits (unmistakable or impalpable) corresponds with the more elevated
amount on consistency, efficiency, versatility, autonomy, and devotion in an employee.
(Sinha and Sinha 2012). Representative want to work in conditions that give a test, offers
new learning chances, fundamentally adds to the association's prosperity, and offers open
doors for progression and self-improvement in light of accomplishment and exhibited
enthusiasm for a specific area (Ramlall 2004).
 5. Organizational culture:

Learning and advancement openings seem essential for the maintenance of abilities and at the
same time association culture must set up a steady learning and appropriate working
atmosphere. In like manner speech, it alludes to the earth where a worker will fill in and
additionally learn. All the more particularly, the idea could be depicted by alluding to
direction and gratefulness at work, the weight of work, the measure of strengthening and the
duty that representative experience, the decision in work assignments and improvement, the
arrangement of testing and important work, headway and advancement openings. The result
from the past researches about demonstrates that the grateful work approach, operationalized
through a thankful learning and working atmosphere, decidedly impacts representative goal
to remain in the association. (Sinha & Sinha 2012). A conductive working society alludes to
one with a charming working knowledge, satisfactory assets and a specific level of
adaptability and is said to contribute hugely to holding representatives. (Alexander et el
1998). As per the research conducted by Miller et al (2001), it was found that employees like
to work in the culture that provides them a sense of belongingness and that will encourage
them to stay committed and loyal to the workplace for longer. Furthermore, the presence of
job autonomy, positive feedback and supportive organizational culture too was noted to have
a positive relationship with employee retention. Andrew and Wan (2009), stated that different
organizations should adopt different working environments, according to employee needs.
Meanwhile, as indicated by Lok et al (2005), the nearness of occupation self-rule, positive
criticism and inventive and strong association culture too was noted to have a positive
(Senevirathna, 2017).
RESEARCH METHODOLOGY

i. Research Design-
Descriptive research is applied here as it aims to accurately and systematically describe a
population, situation or phenomenon. This data aims to know the extent to which different
conditions can be obtained among these subjects.

ii. Sample Design-

1. Sample Unit- A single candidate who is willing to leave his/her current employer
2. Sample Size- The sample size is 51.
3. Sampling Technique- The technique used for data collection was Simple Random
Sampling. Every individual had the equal chance of being the part of the sample.
4. Data Collection Tool- The data has been collected through circulating the
questionnaire that has been made to identify the factors that influence the intention of
an employee to leave the job.
5. Sampling Area- The respondent consists of the candidates who are working in
companies. Pandemic has created lot of disturbance in the world and also affected the
job market which has a major influence on the employees to shift their jobs.

iii. Data Collection

a) Sources- In this study, primary data has been collected by circulating a questionnaire
among the candidates who are employed.
b) Tools- circulated the questionnaire link among the candidates.
DATA ANALYSIS

 Objective: To analysis the impact of age on employee retention.

Ho: There is no significant impact of digitalization on the process of recruitment and

selection.

H1: There is a significant impact of digitalization on the process of recruitment and selection.

Table no. - 1
Several statistics are presented in the table no. – 1, Descriptive. The most relevant for our
purposes are the four group means reflecting impact of digitalization of recruitment process.
Examination of these means suggests that the impact was lowest among the 20-25 years age
group and highest for the 36 years and above age group. But before we can interpret these
means, we must first examine the results of the F-test and the multiple comparisons of means.

ANOVA
4. Introduction of digital mode in recruitment process is beneficial.
Sum of
Squares df Mean Square F Sig.
Between
2.257 3 .752 .872 .463
Groups
Within Groups 40.567 47 .863
Total 42.824 50
Table no. - 2
The ANOVA table is shown in table no. 2. The Mean Square values are computed by
dividing the Between and Within Groups Sum of Squares by their respective degrees of
freedom (df), where df = 3 and 47, respectively. The F-value (0.872) is computed by dividing
the Mean Square Between Groups by the Mean Square Within Groups. As with the t-test, the
most important part of this table is the Sig. value, since this is the probability that the
differences between groups is due to chance. Recall that if p (Sig.) is less than or equal to .05,
we reject Ho. Since in this case, the Sig. is less than .05, we can reject the null hypothesis of
no differences. If we were to write these results according to APA guidelines, we would state
the following:
A one-way ANOVA revealed that there were significant differences in leadership
performance between the four groups, F (3, 47) = 0.872, p < .05.
Before we can state where the significant differences occur, we must examine the results of
the LSD multiple comparisons (table no. - 5). This table presents the results of all possible
comparisons between means, so some of the information in the table is redundant. We will
not discuss the section labelled 95% Confidence Interval, since our main interest in this
table lies with the results of the multiple comparisons.

Table no. - 3
The following table shows that there are four rows in each of the table's four principal
divisions. For instance, the 20-25 group is listed in the first column of the first main section.
The mean performance score for this group will be compared to that of the other three groups
listed in the second column. In each main section, (I) refers to the mean for the group in the
first column (e.g., 20-25), and (J) refers to the means for the other three groups listed in the
second column (e.g., 26-30, 31-35, and 36 and above) which are being compared to the (I)
mean.
The Mean Difference (I - J) column reports the difference between each pair of means. Look
back at Figure 11.6 to see the group means. Thus, in the first row of this section, we can see
that SPSS subtracted the 26-30 age group mean (J = 4.10) from the 20-25 age group mean (I
= 3.83), to yield (I - J) = (3.83 – 4.10) = -0.267 for the mean difference between these two
groups.
LSD comparisons revealed that all four means were significantly different from each other.
36 and above age group had significantly higher mean ratings (M = 4.67) than did the 26-30
age group (M = 4.10), 31-35 age group (M = 4.00), and 20-25 age group (M = 3.83). 36 and
above age group received significantly higher ratings than did the 26-30 age group and 31-35
age group.
These differences can be clearly seen in the graph depicting the mean impact scores of each
of the four groups (Figure 11.9).
Graph no. - 1
The one-way ANOVA procedure yielded interesting results. 36 and above age groups
believes that digitalization has impacted the recruitment process more beneficially. 26-30 age
group individuals did believe that the introduction of digitalization in recruitment process is
beneficial than the 31-35 age group individuals.
These results demonstrated that digitalization has impacted the recruitment process on the
different age groups.

Objective 2. To examine the relation between various factors impacting employee retention.

H0: There is no relation between job satisfaction and employee retention

H1: There is a relationship between job satisfaction and employee retention

Chart no. 1: Job satisfaction

The chart 1 represents the understanding of an employee towards the job role and
responsibilities and also shows the engagement of the employee in his/her job. Thus, we have
to evaluate where job satisfaction impacts employee retention or not, so, in the chart we can
clearly see that 76.5% (i.e., 54.9% who agrees and 21.6% who strongly agrees) says that they
have a clear understanding of what is expected from them we can conclude that Job
satisfaction has an impact on employee retention.

Thus, we will reject the null hypothesis and accept the alternate hypothesis that there is
relation between Job satisfaction and employee retention.

H0: there exists no relation between performance management system and employee
retention

H1: there exists a positive relation between performance management system and employee
retention
Chart no.2: Performance management system

The above chart shows the opinion of the candidates on the performance management in their
organization. They were asked that where they feel if their performance is evaluated on a fair
system of performance standards or not. In responses to that 53% of the candidates felt that
were evaluated fairly, 26.5% of the candidates were not sure and remained neutral and the
rest 20.5% felt that they were not evaluated fairly. From this we can conclude that
Performance management system has an impact on employee retention.

Thus, we will reject the null hypothesis and accept the alternate hypothesis that performance
management system has an impact on the employee retention.

H0: there is no relation between organization culture and employee retention

H1: there exists a relationship between organization culture and employee retention
Chart: 3.1: Openness in the organization

Chart 3.1 shows the opinion of the candidates on the openness in their organization. Here
78.5% of the candidate said that they are able to express their opinions and view points in the
meetings and gatherings. As result of which we can say that their organization appreciates
their employee’s participation. About 17.6% of the candidates remained neutrals and the rest
3.9 of the candidates feel they are not able to express themselves in the meetings and the
gatherings.

Chart: 3.2: Support from superiors

This chart shows the support and guidance from the superiors. Here about 73.4% of the
candidates felt that they get the right amount of support and guidance from their superiors,
about 16.3% of the candidates remained neutral upon this and the rest 10.3% of the
candidates felt that they don’t receive the right amount of support and guidance from their
superiors.

Chart 3.1 and 3.2 were both related to Organization culture and its impact upon the employee
retention. From the charts we can conclude that there is a significant impact of organizational
culture upon employee retention.

Thus, we will reject the null hypothesis which states that there is no relation between
employee retention and organization culture and accept the alternate hypothesis which states
that there exists a positive relationship between employee retention and organizational
culture.

H0: there is no relationship between employee retention and training and development

H1: there is a relation between employee retention and training and development

Chart: 4: Training and development

The above chart shows the data on the question of training and development. The candidates
were asked whether the training programs conducted in their organizations were helpful for
them in their growth. In response to that question 50% of the candidate responded positive,
they agreed that the training programs conducted were helpful, 32% of the candidates
remained neutral meaning that the programs might have helped or not and the rest 28%
disagreed with the statement that the training programs were helpful.

With this we can conclude that the training and development programs have an impact on
employee retention.

Thus, we will reject the null hypothesis and accept the alternate hypothesis that there is a
relation between training and development and employee retention.

FINDINGS

1. It was found that compensation and benefit was the major factor of motivation for
junior and middle level employees to stay with the organization. Other factors were
secondary.
2. It was also found that if the organization hire the right person for the right job at the
right time, then they have to spend less on employee retention because it helps in
reducing employee turnover.
CONCLUSION

 The summer internship project is a crucial part of in our management studies where
student gets an opportunity to their knowledge and learning gained from the
classroom lectures and discussions in practical scenarios.
 It is indeed our first campus to corporate face-off. I have gained practical knowledge
and learned so many things through my Internship at Bajaj Allianz ltd.
 This research has been done to understand the perception of candidates regarding
digitalization in recruitment and selection processes and factors affecting employee
retention.
 The study revealed that digitalization has a huge impact on the recruitment and
selection processes. It has impacted different age groups.
 This research also shows that there are various factors involved in the employee
retention.