Navyashree K V

A STUDY ON EMPLOYEE RETENTION STRATEGIES
(With special reference to WALVOIL FLUID POWER INDIA PVT.

LTD)
A Dissertation submitted to the Bangalore University in partial fulfillment of

the requirements for the degree of
Master of Social Work
Submitted by
NAVYASHREE K V
Register no: 18TUAS7028
UNDER THE GUIDANCE

Prof. KODANDARAMA
Head of Department
DEPARTMENT OF SOCIAL WORK
JNANABHARATHI CAMPUS
BENGALURU-56
2019-2020
DECLARATION
I hereby declare that the entire work carried in this dissertation titled ―A STUDY ON
EMPLOYEE RETENTION STRATEGIES” (With special reference to WALVOIL
FLUID POWER INDIA PVT. LTD) submitted in partial fulfilment of the requirement for
Master of Social work, at Department of Social Work, Bangalore University, Bengaluru
has been carried out under the supervision and valuable guidance of Prof.
KODANDARAMA I also declare that the information gathered and presented in the
dissertation was collected directly from employees of WALVOIL FLUID POWER
INDIA PVT. LTD it is not copied from any other sources.
Date:
Place: Bangalore (NAVYASHREE K V)
Reg. No. 18TUAS7028
CERTIFICATE
This is to certify that the dissertation titled "A STUDY ON EMPLOYEE RETENTION
STRATEGIES" (With special reference to WALVOIL FLUID POWER INDIA
PVT. LTD) is the bonified research work carried out independently by NAVYASHREE
K V student of MSW, Department of Social Work, Bangalore University, Bangalore,
during the Academic year 2019-2020 for partial fulfilment of the requirements for the
award of the degree in Masters of Social Work and this dissertation has not submitted for
any other University and any Previous dissertation of any degree or Diploma.
DR. KODANDARAMA
GUIDE & HOD
DEPT. OF SOCIAL WORK BANGALORE UNIVERSITY
JNANABHARATHI CAMPUS BANGALORE.
ACKNOWLEDGEMENT
I would like to express my gratitude to the Chairman & Guide, Dr. Kodandarama, Professor,
Bangalore University, Department of Social Work. Jnanabharathi Campus, Bangalore.
I would like to thank I am highly indebted to Mr. PRADEEP (HR Manager of WALVOIL
FLUID POWER INDIA PVT. LTD) for providing me an opportunity to undertake this
project in their esteemed organization.
I express my gratitude to all the respondents and others for their kind co-operation during the
period of the study.
My special thanks to my parents, family members, & friends who have assisted me during this
study.
NAVYASHREE K V
CONTENTS
CHAPTERS CONTENT PAGE NO
1 INTRODUCTION 1
2 REVIEW OF LITERATURE 19
3 RESEARCH METHODOLOGY 21
4 DATA ANALYSIS AND 24

INTERPRETATION
5 FINDINGS, SUGGESTIONS AND 54

CONCLUSION
BIBLIOGRAPHY
64
ANNEXURE
A STUDY ON EMPLOYEE RETENTION STRATEGIES (WITH SPECIAL
REFERENCE TO WALVOIL FLUID POWER INDIA PVT. LTD)
CHAPTER-1
Introduction
Employee retention 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. Employees today are
different. They are not the ones who don't have good opportunities in hand. As soon as they
feel Dissatisfied with the current employer or the job, they switch over to the next job. It is
there responsibility of the employer to retain their best employees. If they don't, they would be
left with no good employees. A good employer should know how to attract and retain its
employees. Retention involves five major things: Compensation, Support, Relationship,
Environment, Growth etc.
Employee retention refers to policies and practices companies. Use to prevent valuable
employees from leaving their jobs. How to retain valuable employees is one of the biggest
problem that plague companies in the competitive marketplace. Not too long ago, companies
accepted the "revolving door policy" as part of doing business and were quick to fill a vacant
job with another eager candidate. Nowadays, businesses often find that they spend
considerable time, effort, and money to train an employee only to have them develop into a
valuable commodity and leave the company for greener pastures. In order to create a successful
company, employers should consider as many options as possible when it comes to retaining
employment, while at the same time securing their trust and loyalty so they have less of a
desire to leave in the future.
Employee retention refers to the ability of an organization to retain its employees.
Employee retention can be represented by a simple statistic (for example, a retention rate of
80% usually indicates that an organization kept 800/0 of its employees in a given period).
However, many consider employee retention as relating to the efforts by which

employers attempt to retain employees in their workforce. In this sense] retention becomes the
strategies rather than the outcome.
`A distinction should be drawn between low performing employees and top performers, and
efforts to retain employees should be targeted at valuable} contributing employees. Employee
BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 7

turnover is a symptom of a deeper issue that has not been resolved. These deeper issues may
include low employee morale, absence of a clear career path, and lack of recognition, poor
employee-manager relationships or many other issues. A lack of satisfaction and commitment
to the organization can also cause an employee to withdraw and begin looking for other
opportunities. Pay does not always plays large a role in inducing turnover as is typically
believed.
In a business setting, the goal of employers is usually to decrease employee turnover,
thereby decreasing training costs, recruitment costs and loss of talent and organizational
knowledge. By implementing lessons learned from key organizational behaviour concepts
employers can improve retention rates and decrease the associated costs of high turnover.
However, this isn't always the case. Employer can seek "positive turnover" whereby they aim t
maintain only those employees who they consider to be high performers,
Employee retention refers to the various policies and practices which let the employees
stick to an organization for a longer period of time, every organization invests time and money
to groom a new joined, make him a corporate ready material and bring him at par with the
existing employees. The organization is completely at loss when the employees leave their job
once they are fully trained. Employee retention takes into account the various measures taken so
that an individual stays in an organization for the maximum period of time.
MEANING OF EMPLOYEE RETENTION

"Employee retention refers to the various policies and practices which let the employees stick to
an organization for a longer period of time". Employee Retention involves taking measures to
encourage employees to remain in the organization for the maximum period of time. Corporate
is facing a lot of problem 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 talented person. There are many organizations which are looking
for such employees. If a person is not satisfied by the job he's he may switch over to some other
more suitable job. Every organization invests time and money to groom a new joiner, make him
too ready material and bring him at par with the existing employees. The organization is
completely to loss when the employees leave their job once they are fully trained. Employee

retention techniques go a long way in motivation the employees for them to enjoy their work
and avoid changing jobs frequently
DEFINITION
According to Get Les McKeon’s employee retention is define as ―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 divers needs. Also of concern are the costs of employee turnover
(including hiring costs. productivity loss). Replacement costs usually are 2.5 times the
salary of the individual. The costs associated with turnover may include lost customers,
business and damaged morale. In addition there are the hard costs of time spent in
screening, verifying credentials, references, interviewing, hiring, and training the new
employee just to get back to where you started.‖
Employee retention is the act of keeping employees. Webster's Dictionary defines
retaining as keeping in one's pay or service. Unless it needs to lay off employees, the
organization wants to keep its employees in and service. There are many reasons that
organizations want to retain employees, and there are actions the organization can take to
promote employee retention.
IMPORTANCE OF EMPLOYEE RETENSION
The process of employee retention will benefit an organization in the following ways
1. The Cost of Turnover:- The cost of employee turnover adds hundreds 'Of thousands of
money to a company's expenses. While it is difficult to fully calculate the cost of turnover
(including hiring costs, training costs and productivity loss), industry experts often quote
25% of the average employee salary as a conservative estimate.
2. The Employees working for a longer period of time are more familiar with the
companies policies, guidelines and thus they adjust better :-
They perform better than individuals who change jobs frequently. Employees who spends
a considerable time in an organization know the organization in and out thus or in a

position to contribute effectively.

3. Loss of Company's Knowledge:- When an employee leaves, he takes with him valuable
knowledge about the company, customers, current rejects and past history (sometimes to
competitors). Often much time and money has been spent on the employee in expectation
of a future return. When the employee leaves, the investment is not realized.
4. Interruption of Customer Service:- Customers and clients do business

with a company in part because of the people. Relationships are developed that
encourage continued sponsorship of the business. When an employee leaves,
the relationships that employee built for the companies are served which could
lead to potential customer loss.
5. Turnover leads to more turnovers;- When an employee terminates, the effect

is felt throughout the organization. Co-workers are often required to pick up the
slack. The unspoken negativity often intensifies for the remaining staff.
6. Goodwill of the company: The goodwill of a company is maintained when the attrition rates
are low. Higher retention rates motivate potential employees to join the organization.
7. Regaining efficiency:- If an employee resigns, then good amount of time is lost in hiring a
new employee and then training him/her and this goes to the loss of the company directly
which many a times goes unnoticed. And even after this you cannot assure us of the same
efficiency from the new employee.
8. It is essential for the organization to Retain the valuable employee 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.

OBJECTIVES
1. Employee engagement:
Increasing employee engagement is another common objectives of employee retention.

Without proper management, employee retention issues can have an extremely negative
effect on organizational finances. Howard Adam sky, author of ―Employee Retention note
from the underground‖ says, ―poor retention creates a "revolving door" culture within the
organization, to lowering morale and confidence," Low morale, as when as low levels of
confidence in the organization, can affect employee job satisfaction and productivity, which
in turn affects the organization's bottom line.
2. Reducing Turnover Cost:
The reduction of the costs associated with high turnovers also atypical objective of employee
retention. Turnover costs the organization time, money and a variety of other resources that
are not always easily accounted for. For example, according to the Employee Retention
Strategies website, high turnover also increases "job stress when remaining employees are
burdened with the distribution of the departed employee's workload."
Reason for attrition
The reasons for the employee's for leaving the organization may be personal or professional.
Employees do not leave an organization without any significant reason. The most common
reasons are job and person does not match no growth opportunities lack of appreciation. Lack
of trust and no support and coordination among co-workers, seniors and management, stress
from overload and work life imbalance, compensation strategies not implementation
properly, when there is a new job offer, etc.
Employee properly is one of the important factors that can help the employer to improve and
organizational performance. Through employee motivation, the employer can encourage the

employees by enhancing their skills and also their morale. Employee retention involves
various steps taken to retain an employee who wishes to move on incentives, perks. Cash
prize are good motivate the employees. Performance appraisals are also important motivation
to motivate the employees. Increase in employee performance helps the organization achieve
higher productivity.
Maslow (1943) gave a theory called Maslow’s Hierarchy of need where motivation
helps an individual to satisfy his basic need. Abraham Maslow depicts the need as a pyramid
with five levels. The lower level in the hierarchy is the men’s basic and more powerful need
which influence on the person’s behaviour. Starting from the lowest level, the five levels are
the physiological needs which satisfy basic human need such as air, food, water, sleep and
shelter. If any of those needs are satisfied the employee’s focus on the job at hand comes
down. Then next comes the daftly needs which include personal security, health and
wellbeing employment and financial security, family properly ownership and protection from
arbitrary exercise of authority. Social needs are the needs of people for family, love and
friendship and also to feel a sense of belonging. Employees in the workplace must feel that
they belong and can identify with the rest of the workforce.
Elton mayo (2003) believed that workers are not just concerned with money but could be
better motivated by having their social needs met whilst at work. He introduced the Human
Relation school of thought, which focused on employers on employers taking more of an
interest in the employees respecting their opinions and treating them as people who have
worthwhile knowledge and realized that employees feel comfortable and enjoy interacting
together.
Herzberg believed that organization should motivate employees by adopting a
democratic approach to management and by improving the nature and content of the actual
job through certain methods, Some of the motivating methods employers can use to achieve
this are, job enlargement employees being given more variety of tasks to perform which are
if not necessarily more challenging but which should make the work more interesting.

ROLE OF MOTIVATION IN EMPLOYEE RETENTION
Employee retention involves various steps taken to remain an employee who wishes to move
on. An employee must find his job challenging and as per his interest to excel at work and
stay with the organization for a longer period of time.
Motivation plays an important role in employee satisfaction and eventually employee
retention.
 Nothing works better than motivation:-
Motivation acts as a catalyst to an individual’s success. The team leaders and the managers
must constantly motivate the employees to extract the best out of them. If an employee has
performed exceptionally well, do appreciate him, simple words like "well done", "good",
―keep it up" actually go a long way in motivating the employees.
 Ownership of work only comes through motivation:-
Ask the team members to buck up so that they perform well every time and meet the
expectations of the management. Supervisors display inspirational posters, photographs on

the notice board for the employees to read and stay motivated.
 Organize various activities and events at the work place:-
Ask each one to take charge of something or the other engages the employees in productive
tasks necessary for their overall development. The management must show its care and
concern for all the employees. The employees must feel secure at the work place for them to
stay motivated.
Invite all of them on a common platform and ask for their suggestions as well. Freedom of
expression is must. Every employee must have a say in the organizations guidelines as they
are made only to benefit them.
 Incentives, perks, cash prizes are a good way to motivate the employees: The employees who
have performed well consistently should be facilitated in front of all the employees as well as

management. Give them trophies or badges to flaunt. Ask the audience to give a loud
applause to the employees who have performed well. This is a good way to motivate the
employees for them to remain of the top performance must be put on the company’s main
notice board or bulletin board for everyone to see.
 Appraisals are also an important way to motivate the employees:-
The salaries of the performers must be appraised at regular intervals an effective way to
retain the employees, career growth is an important way to retain the talented employees.
Give them power to take some decision an their own but the management must have a close
watch on them so that do not misuse their power.Without motivation, it is not fair to except
the best out of the employees. No individual like to leave an organization where he is being
treated well.
BENEFITS OF EMPLOYEE RETENTION:
Every company should understand that people are their best commodity. Without qualified
people who are good at what they do, any company would be in serious trouble. In the long
UN, the retention of existing employees saves companies money.
As Beverly Kaye and Sharon Jordan Evan stated in Training and Development "Studies have
found that the cost of replacing lost talent is 70 to 200 present of that employee's annual
salary. There are advertising and recruiting expenses, orientation and training of the new
employee, decreased productivity until the new employee is up to speed, and loss of
customers who were loyal to the departing employee. Finding, recruiting, and training the
best employees represents a major investment. Once a company has captured talented people,
the return-on-investment requires closing the back door to prevent them from walking out."
When an employee leaves a company for a direct competitor, there is al always a chance
that they will take important business strategies and secrets with them to be explained by the
competition. This is yet another reason why the retention of employees
is so crucial to some businesses. While this practice seems a bit unscrupulous, it skills
happens quite frequently. As Bill Leonard stated in HR Magazine: Because employers know

that the best-qualified applicants
Will come directly from competitors recruiting and hiring employees away from mother
of inventive and sometimes controversial business practices. Recruiting and hiring from your
competitors is probably as old as business itself. But what is new and a hot topic among
employers - is how to attract and retain qualified candidates in a highly competitive labour
market while also preventing their own intellectual capital from Winding up in the hands of
competitors.
One way for a company to prevent employees from giving valuable information to
competitors is to make it a policy to enforce strict none compete and confidentiality
agreements amongst its employees, The existence of such agreement could in fact deter a
competitor from hiring a valuable employ because they might not want to risk possible legal
entanglement with the other company. Of course, all this could possibly lead to animosity
with the employee who could feel that his or her options are being limited.
Many employees don't always remember signing such a document, so a copy of
it should always be kept on file for the employee to refer to. This area could prove to be a
highly sensitive one between employer and employee, so extreme caution is suggested in all
instances.
EMPLOYEE RETENTION TOOLS
Hiring individuals whore truly fit to succeed in the position for hire win dramatically increase
the chances of that employee being satisfied with his or her work and remaining with the
company for extended period of time. By far, we have found this to be the biggest predictor
of future employee retention.
 Communication:- Communication has become so heavily stressed in the workplace that it
almost seems cliché. However communication couldn't be more important in the effort to
retain employees. Be sure that team members know their rules, job description, and
responsibilities within the organization. Communicate any new company policies or
initiatives to all employees to be sure that everyone is on the same page. Nobody wants to

feel that they are being left out of the loop.

 Include employees in decision making:- It is incredibly important to include team members
in the decision making process, especially when decision win effect an
individual's department or work team. This can help to create of employee involvement and
will generate new idea and perspectives that top management might never have thought of.
 Allow team members to share their knowledge with others :-The highest percentage of
information retention occurs when on shares that information with other. Having team
members share when they have learned at a recent conference or training workshop will n t
only increase the amount is information they will retain, but also lets a team member know
that he is a valuable member of the organization. Facilitating knowledge sharing through an
employee mentoring program can be equally beneficial for the team member being mentored
as well as mentor.
 Shorten the feedback loop:- Do not wait for an annual performance evaluation to come due
to give feedback on how an employee is performing. Most team members enjoy frequent
feedback about how they performing. Shortening the feedback loop will help to keep
performance level high and will reinforce positive behaviour. Feedback does not necessarily
need to be scheduled or highly structured; simply stopping by a team member's desk and
letting them know they are doing a good job a current project can do wonders for morale and
help to increase retention.
 Balance work and personal life:- Family is incredibly important to team members. When
work begins to put a significant strain on one's family no amount of money will keep an
employee around. Stress the importance of balancing work and one's personal life. Small
gestures such as allowing a team member to take an extended lunch once a week to watch his
son's baseball game will likely be repaid with loyalty and extended employment with an
organization.
 Provide opportunities for growth and development:-Offer opportunities for team
members to acquire new skills and knowledge useful to the organization. If an employee
appears to be bored or burned out in a current position offer to train this individual in another
facet of the organization where he or she would be a good fit. Nobody wants to feel stuck in
their position will no possibility for advancement or new opportunities.

 Recognize team members for their hard work and let them know they are appreciated:-
This can be one of the single greatest factors affecting employee retention. Everybody, in the
all levels of an organization, wants to know that their efforts are appreciated and recognized.
This can be as simple or as extravagant as a supervisor may desire. Often time a short e-mail or
quickly stopping by a team member's desk and saying "thanks" can do wonder for morale. Other
options might include a mention in the company newsletter for outstanding performance or gift
certificates to a restaurant to movie theatre - the possibilities are endless.
 Clearly' define what is expected of team members:- Nothing can be more frustrating or
discouraging for an employee than the lack of a clear understanding of what is expected of
him on the job" In a performance driven workplace a lack of clarity regarding job duties and
expectations can cause fear and anxiety among employees who are unclear of what is
expected of them. Even worse outright anger can occur when team member receivers a
negative performance evaluation based on expectation and job duties that he or she was
unwanted of or unclear about.
 The Quality of supervision and mentorship:- It has been said so often that it is almost
cliché, but people leave, not their jobs. Supervisors play the largest role in a team member's
development and ultimate success within an organization. All employees want to have
supervisors who are respectful, courteous, and friendly - that is a given. But more
importantly team member want supervisors who se clear performance expectations, deliver
timely feedback on performance, live up to their word and promises, and provide an
environment where the employee can grow and succeed. Failure by supervisors and
management to provide this can cause an employee to start looking for greener pastures.
 Fair and equitable treatment of all employees:- One of the surest ways to create animosity
and resentment in an organization is to allow favouritism and preferential treatment of
individual team members. The so-called "good ole' boys club" can create a noxious
organization culture and foster resentment among team members. This culture will only get
worse and can create a devastating exodus of valued team members
 Best employee reward programs:- If these rewards are in terms of money, by dividing it
into two parts and giving the first half parts with the initial month's salary and the remaining
after six months helps in retaining the employee for six months.

 Career development. Program;- Conditional assistance for certain courses should be

provided within the company in which the company will bear the expenses only if he/she
scores a certain aggregate of marks.
 Performance based bonus:- To get more work 'Out of the employees, remuneration in the
form of bonus helps to retain individuals who are highly productive. It doesn't add extra -
pressure on the company’s budget. It can be arranged by cutting a part of the salary hikes.
 Employee referral plan:- Introducing employee referral plans and giving referral bonus
after six to nine months of continuous working of the new employee as well as existing
employee reduces the hiring cost of new employee as well as helps retention of the existing
ones for a longer period of time.
 Loyalty bonus:- After successful completion of a specified period of time in an organization

rewarding employees with money or position gives recognition and satisfaction to them. It
also gives encouragement to the fellow employees.
 Giving voice to the knowledge banks:- The important intellectual assets of the company are
the workforce. The company should retain it through involving in some of the important
decisions.
 Employee recreation:- Involvement of top management along with the lower and middle
level management in some recreational activities makes the employees feel that they are very
close to the management and are treated equality.
 Gift on some occasions:-Giving some gift on festivals and special occasions to the
employees makes them feel good and realize that the management is concerned about them.
 Accountability:- Creation of an environment that demands accountability and transparency

helps employees to feel that they are as superiors. This help in emotional bonding of the
employees.

 Surveys:-Conducting regular surveys, feedbacks from superiors as well as other issues like
morale, development plans, etc. This make them feel important and understand that the
company really cares for them.
 Fun and laughter at workplace:- Fun and laugher in a workplace lend a competitive
advantage to an organization through its human recourses. The presence of human in a
workplace enables the employees to work with interest and enthusiasm that reduce the work pressure
and attrition levels. It instils a sense of joy among the employees that can go a long way in creating a
bond between the employees and the employer and thereby decreasing the rate of employee attrition.
In a nutshell, creating a fun and laughter - filled wok environment in an organization will pave the
way for its success in the marketplace. Such a company is sure to emerge as an 'employer of choice.
For every company, workforce is an intellectual capital which is the source of its competitive
advantage and helps achieve the bottom line. Hence, retaining a well trained, skilled and contented
workforce can lead a company to dizzy heights while the lack of it can hamper its growth badly. So,
every resignation saved is every dollar earned.
Retention programs
It is important to first pinpoint the root cause of the retention issue before implementing a
program to address it. Once identified, a program can be tailored to meet the unique needs of
the organization. A variety of programs exist to help increase employee retention.
 Career Development - It is important for employees to understand their career path within an
organization to motivate them to remain in the organization to achieve their personal career
goals. Through surveys, discussion and classroom instruction, employees can better
understand their goals for personal development. With these developmental goals in mind,
organizations can offer tailored career development opportunities to their employees.
 Executive Coaching - Executive coaching can be used to build competencies in leaders
within an organization. Coaching can be useful in times of organizational change, to increase
a leader's effectiveness or to encourage managers to implement coaching techniques with peers and
direct reports. The coaching process begins with an assessment of the individual's strengths and
opportunities for improvement. The issues are then prioritized and interventions are delivered to
target key weaknesses. Assistance is then provided to encourage repeated use of newly acquired
skills.

 Motivating across generations - Today’s workforce includes a diverse population of

employees from multiple generations. As each generation hold different expectations for the
workplace, it is important to understand the differences between these generations regarding
motivation and engagement Managers, especially, must understand how to handle the
differences among their direct reports.
 Orientation and On Boarding - An employee's perception of an organization takes shape

during the first several days on the job. It is in the best interest of both the employee and the
organization to impart knowledge about the company quickly and effectively to integrate the
new employee into the workforce. By implementing an effective on boarding process, short-
term turnover rates will decrease and productivity will increase.
 Women's Retention Programs -Programs such as mentoring, leadership development and
networking that are geared specifically toward women can help retain top talent and decrease
turnover costs. By implementing programs to improve work/life balance, employees can be
more engaged and productive while at work.
Exit Interview and Separation Management Programs
Employee Retention Practices
By focusing on the fundamentals, organization can go a long way towards building a

high-retention workplace. Organization can start by defining their culture and
identifying the types of individuals that would thrive in that environment.
Organizations should adhere to the fundamental new hire orientation and on boarding
plans. Attracting and recruiting top talent requires time, resources and capital.
However, theseare all wasted if employees are not positioned to succeed within the
company. Research has shown that an employee's first 10 days are critical because the
employee is still adjusting and getting acclimated to the organization. Companies retain good
employees by being employers of choice.
 Recruitment- Presenting applicants with realistic job previews during the recruitment
process have a positive effect on retaining new hires, Employers that are transparent about

the positive and negative aspects of the job, as well as the challenges and expectations are
positioning themselves to recruit and retain stronger candidates
 Selection-There are plethora of selection tools that can help predict job performance and
subsequently retention, These include both subjective and objective methods and while
organizations are accustomed to using more subjective tools such as interviews, application
and resume evaluations, objective methods are increasing in popularity. For example,
utilizing biographical data during selection can be an effective technique. Bio data
empirically identifies life experiences that differentiate those who stay with an organization and those
who quit. Life experiences associated with employees may include tenure on previous jobs, education
experiences, and involvement and leadership in related work experience.
 Socialization - Socialization practices delivered via a strategic on boarding and assimilation

program can help new employees become boarding and thus more likely to stay. Research
has shown that socialization practices can help new hires become embedded in the company
and thus more likely to stay. These practices include shared and individualized learning
experiences, activities that allow people to get to know one another. Such practice may
include providing employees with a role model, mentor or trainer or providing timely and
adequate feedback.
 Training and development - Providing ample training and development opportunities can
discourage turnover by keeping employee satisfied and well-positioned for future growth
opportunities, In fact, dissatisfaction with potential career development is one of the top
Three reasons employees (35%) often feel inclined to look elsewhere. if employees are not
given opportunities to continually update their skills; they are more likely to leave. Those
who receive more training are less likely to quite than those who receive little or no training.
Employers that fear providing training will make their employees more marketable and thus
increase turnover can offer job specific training, which is less transferable to other contexts.
Additionally, employers can increase retention through development opportunities such as
allowing employees to further their education and reimbursing tuition for employees who

remain with the company for a specified amount of time.
 Compensation and rewards- Pay levels and satisfaction are only modest predictors of an
employee’s decision to leave the organization; however organizations can lead the market
with a strong compensation and reward package as53% of employees often look elsewhere
because of poor compensation and benefit. Organization can explicitly link rewards to
retention (i.e. vacation hours to seniority, offer retention bonus payment or employee stock
options or define benefit.
 Plan payment to years of service – Research has shows that defined compensation and
rewards as association with longer tenure additionally, organization can also look to intrinsic
rewards such as increased decision making though this is important employers should not.
 Effective leaders - An employee’s relationship with his/her immediately ranking supervisor

or manger is equally important to keeping to making supervisors need to know to motivate
their employees and reduce coast while building loyalty in their key people. Managers need
 to reinforce employee productivity and open communication, to coach employees and

provide meaningful feedback and inspire employees to work as an effective team. In order to
achieve this organization need to prepare managers and supervisors to lead and develop
effective relationships with subordinates. Executive coaching can help increase an
individual’s effectiveness as a leader as well as boast a climate of learning trust and
teamwork in an organization. To encourage supervisors to focus on retention among their
team, organization can incorporate retention metric into their organization’s evaluation.
 Employee Engagement- employees who are satisfied with their jobs enjoy their work and
the organization, believe their job to be more important, take pride in the company and feel
their contribution are impactful are five times less likely to quit than employees who were
not engaged. Engaged employees give their companies crucial competitive advantages,
including higher productivity and lower employee turnover.

Retention 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 their company to retain top talent. Exit interviews must, however,
ask the right questions and elicit honest responses from separating employees to be effective
 Employee Retention consultants - An employee retention consultant can assist

organizations in the process of retaining top employees. Consultants can provides expertise
on how to best identify the issues within an organization that are related to turnover. Once
identified, a consultant can suggest programs or organization changes to address these issues
and may also assist in the implementation of these programs or changes.

CHAPTER- 2
REVIEW OF LITERATURE
A literature re view discusses published information in a particular subject area, and sometimes
information in a particular subject area within a certain period.
A literature review can be just a simple summary of the source but it usually has an
organizational pattern and combines both summary and synthesis. A summary is a recap of the
important informs action of the source, but a synthesis is a re-organization, or a reshuffling of
that information. It might give a new interpretation of old material of combine new with
interpretations. Or it might material or progression of the field, including major debates and
depending on the situation the literature review may evaluate the source and advise the reader on
the most pertinent or relevant.
In the first chapter an attempt was made to present a brief introduction of the present study. In
this chapter an attempt is made to present the studies and reports undertaken by the experts on
statutory labour welfare measures.
A literature review is a body of text that aims to review the critical point of current knowledge on
a particular topic. A literature review is a complication of the research that has been done on a
particular topic/ the purpose is to present a summary of what is not known, identify gaps or areas
of controversy, and to identify the strengths and weaknesses of the currently published work.
Most often associated with science-oriented, such as a thesis the literature review usually
precedes a research proposal, methodology and results section. Its ultimate goal is to bring the
reader up to data with current literature on a topic and forms the basis for another goal, such as
future research that research that may be needed in the area.
A good literature review is characterized by: a logical flow of ideas current and relevant
references with consistent, appropriate referencing style proper use of terminology: and an
unbiased and comprehensive view of the previous research of the topic.
1. Suniti chandiok reported that effective employee retention is a systematic effort by
employers to create and further an environment that encourages current employees to remain

employed, by having policies and practise in place that address their diverse needs. A strong
retention strategy therefore, becomes a powerful recruitment tool. 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, satisfied colleagues and reporting staff,
effective succession planning and learning.
2. Bidisha Lahkar Dar, Dr, Mukulesh Baruah (2013) writes on long term health and
success of any organization depends upon the retention of key employees. To a great extent
customer satisfaction organizational performance in terms of increased sales, satisfied colleagues
reporting staff, effective succession planning et. Is dependent upon the ability to retain the best
employees in any organization, encouraging employees to remain in the organization for a long
period of time can be termed as employee retention? 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.Customer liking, identification, commitment, trust, readiness to
recommend and repurchase intentions, with the first four being emotional- cognitive retention
constructs, and the last two being behavioural intentions.
3. T.Satish Kumar and J.John Benito (2015) reported that effective employee
retention is a systematic effort by employers to create and porter an environment that encourages
current employees to remain employed, by having policies and practices in place that address
their diverse needs. A strong retention strategy therefore, becomes a powerful recruitment tool.
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, satisfied
colleagues and reporting effective succession planning, and deeply embedded organizational
knowledge and learning. In order to attain corporate goals, garment industry has to retain their
key employees. In general, at present, not only in India, around the world, the organizations have
been facing retention as a big challenge.
4. M S Suruchi Mittar Sharmishthasaini et, all; reviews that profitability of any

industry depends on money (financial inputs), material (Raw materials and other store spares
inputs), machinery (Technology used and its level of upkeep), man (Employees Human
Resources),systems \procedures and market (Demand and price position) [1] among all these
factors, manpower assumes greater significance. Manpower in the life blood of any industry.

Therefore, every effort should be taken on a priority basis to keep this factor for achieving the
main objectives of the industry. The textile industry occupies a unique place in our country. It is
the second largest employment generator after agriculture, the textile industry being labour
intensive, is a major contribution to the country’s economy with its vast potential for creation of
employment opportunities in the agricultural and industrial sectors business organization are
made up of people and function through people.
5. Wolter 2004/2009 (Reprint) reviews on the best employers understand that the key to
maintaining a high performing workforce not only is to hire the best, but to keep them once they
are hired and keep them performing with enthusiasm, innovation and productivity. Employers
should invest in recruiting. Just as recruiting requires determination attention to detail and
―selling the job and the organization, so doe’s retention. As an HR professional, you know that
employees often consider themselves ―free agents‖ approaching that career as independent
executor of their craft, available to whatever organization offers more of what they desire in job
satisfaction and opportunity.
6. John willed and sons (1999) write on the difficulty that we have today in finding and
keeping the skilled employees who make us successful is the result of a revolution. The
revolution is our new understanding of the role of employees makes the difference between
winning and losing. The revolution in our thinking –that employees have a critical role in our
success-led to the rise of the twenty-first century employment relationship.

CHAPTER – 3
RESEARCH METHODOLOGY
A research method is a systematic plan for conducting research. Sociologists draw on a variety
of both qualitative and quantitative research methods, including experiments, survey research,
participant observation, and secondary data. Quantitative methods aim to classify features, count
them, and create statistical models to test hypotheses and explain observations. Qualitative
methods aim for a complete, detailed description of observations, including the context of events
and circumstances. The scientific method—i.e., the method used in dissertations—is based, in
part, on the ability of others to replicate your study. Specifically, in order to faithfully replicate
your study, other researchers must know the Who, What, Where, When, and How of your study.
While there is nuanced difference in the details between qualitative and quantitative studies, the
methodologies to both are similar. In short, a methodology provides a blueprint for other
researchers to follow, allowing them to conduct their own study while using your method to
arrive at similar findings. The following excerpts provide a brief overview of how the two
approaches to methodology formation differ.
TITLE OF THE STUDY:-
“A study on employee retention strategies”

AIM OF THE STUDY:
To understand the Employee retention strategies.
OBJECTIVES OF THE STUDY:
 To study the socio economic status of workers

 To study the measures of employee retention
 To understand various retention strategies in the organization

 To study the issues related to employee retention.

 To provide suggestions to improve retention strategies
NEED FOR THE STUDY
 To reduce the cost of employee turnover
 To avoid the loss of company's knowledge.
 To maintain the goodwill of the company
 To reduce the interruptions in the customer service
RESEARCH DESIGN
The researcher has been using descriptive research design
SCOP OF THE STUDY:-
Scope of the study is limited in this unit of Bangalore. It highlights and covers various employee
retention for different levels of employees.
SAMPLING TECHNIQUE:-
The aggregate of all the units pertaining to a study is called population or the universe
population is the largest group to be studied. A part of such population called sample and
drawing a sample from a larger population is called sampling the researcher has taken the
probability sampling. In the probability sampling first content is sampling random sampling.
SIMPLE RANDOM SAMPLING:-
This method of sampling is considered the best method, as in this method an influenced by
personal bias and prediction of investigator.

SAMPLE SIZE OF THE STUDY:-
The researcher adopted purposive sampling for collecting data. The researcher collects from the
50 sample from employes
SOURCES OF DATA
The data was collected through the primary data and secondary data.
 Primary data
Primary data was collected by interaction between respondents by preparing a scientifically

prepared questionnaire.
 Secondary data
The secondary data was collected from annual reports journals of factories and employee’s
material.
TOOLS OF DATA COLLECTION:-
The data collected using questionnaires includes too personal profile the research
classification the collected raw data & put code to transfer team into master sheet. The data
tabulation into simple table after coding analysed and interpreted.
LIMITATION OF THE STUDY:-
 The study was restricted to only Bangalore. This study does not include other
components divisions.
 Sample size of the respondents was limited to 50 due to time constraint
 The study has its own chapter scheme limitations
 The problem of getting the respondents for the interview as it awes the production period.

CHAPTER- 4
DATA ANALYSIS AND INTERPRETATION
Table showing the gender of respondents
Sl.no Variable No. of respondents % of respondents

a Male 11 22%
b Female 39 78%
c Transgender 0 0%
Total 50 100%
Data Analysis:
From the above table out of 50 respondents 78% of them are female, Remaining 22% of them are
male.
Interpretation:
A majority of (78%) workers are female, because females show more interest towards tailoring
work culture, and work for low salary.

Table No: 02
Table showing the age of the respondents
Sl. No. Variable No. of respondents %of respondents

a 18-23 Years 15 30%
b 24-29 Years 09 18%
c 30-35 Years 07 14%
d 36Years and above 19 38%
Total 50 100%
Data Analysis:
From the above table out of 50 respondents ,38%of them are aged between 36 years and above
,30% of them are belongs to the age group of 18-23 years,18% of them are aged between 24-
29 years and remaining 14% of them are of all in the age group of 30-35 years.
Interpretation:
A majority of (38%) of workers are of age 36 years and above, because of low socio economic
condition works tend to work for more years.

Table No: 03
Table showing the marital status of respondents
Sl. No Variable No. of respondents %of respondents

a Married 33 66%
b Unmarried 16 32%
c Single 01 2%
d Bachelor 0 0%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 66% of them are married, 32% of them are
unmarried, and remaining 2% of them are single.
Interpretation:
A majority of (66%) of workers are married, because of high commitment towards family
workers are tending to work after marriage.

Table No: 04
Table showing the education qualification of respondents

a Below SSLC 31 62%
b SSLC 12 24%
c PUC 03 6%
d Others 04 8%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 62% of them are educated below SSLC, 24% of
them are studied SSLC and 8% of them have completed PUC.
Interpretation: A majority of (62%) of workers educational qualification is below SSLC,

because as most of the workers were from rural background and 24% of workers completed
SSLC due to low socio economic condition in families.

Table No: 05
Table showing the designation of respondents
Sl. No Variable No. of respondents % of respondents

a Tailor 21 42%
b Checker 06 12%
c Ironer 11 22%
d Others 12 24%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 42% of them are tailors, 24% of them are others
designation, 22% of them is Ironers, and remaining 12% of them are checkers.
Interpretation:
A majority of (42%) of workers designation was tailoring, because motive towards tailoring was
high in the respondents.

Table No: 06
Table showing the years of experience

a 0-2 Years 18 36%
b 3-5 Years 19 38%
c 6-8 Years 05 10%
d 9 Years and above 08 16%
Total 50 100%
Data analysis:
From the above table out of 50 respondents,38% of them are 3-5 years of experience,36% of
them are 0-2 years,16% of them are 9 years and above, and remaining 10% of them are 6-8
years of work experience.
Interpretation:
A majority of (38%) of workers completed with 3-5 years experience, because of good working
conditions of industry, workers are motivated with working environment.

Table No: 07
Table showing the department of respondents
Sl. no Variable No. of respondents % of respondents

a AB-Batch 09 18%
b JK-Batch 09 18%
c I-Batch 08 16%
d Others 24 48%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 48% of them are working other departments, 18% of
them are AB- Batch and JK-Batch, and remaining 16% of them are I –Batch.
Interpretation:
A majority of (48%) of workers department fall into others category, because industry initiates
to work with multi batches which are mentioned as others.

Table No: 08
Table showing the mother tongue of respondents

a Kannada 14 28%
b Telugu 07 14%
c Hindi 21 42%
d Others 08 16%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 42% of them are the mother tongue is Hindi, 28% of
them are Kannada, 16% of them are others and remaining 14% of them are Telugu.
Interpretation:
A majority of (42%) of workers are of Hindi background, because of respondents coming from
Muslim committee.

Table No: 09
Table showing the family type of respondents

a Joint family 10 20%
b Nuclear family 36 72%
c Extended family 02 04%
d Others 02 04%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 72% of them are nuclear family, 20% of them are
joint family, and remaining 4% of them are extended family and others.
Interpretation:
A majority of (72%) of workers are under nuclear family, because of semi-urban set up,
respondents are adopted with urban culture.

Table No: 10
Table showing the number of members working in your family of respondents

a One 12 24%
b Two 31 62%
c Three 03 6%
d Three and above 04 8%
Total 50 100%
Data analysis:
From the above table out of 50 respondents,62% of them are two members of working their
family ,24% of them are one ,8% of them are three and above and remaining 6% of them are
three members of working their family.
Interpretation:
A majority of (62%) of workers shows two members working in the family, because of
economic condition in the family.

Table No: 11
Table showing the annual income of the family of respondents
Sl. No Variable No. of respondents %of respondent

a 1-2 lakhs 22 44%
b 2-3 lakhs 27 54%
c 3 lakhs and above 01 02%
Total 50 100%
Data analysis:
From the above out of 50 respondents, 54% of them are 2-3 lakhs of the annual income of their
family, 44% of them are 1-2 lakhs and remaining 2% of them are 3 lakhs and above of the
annual income of the family of respondents.
Interpretation :
A majority of (54%) of workers annual income is 2-3 lakhs, because the earning member of the
family is high.

Table No: 12
Table showing the living house of respondents of them are living relative house
Sl. No Variable No. Of respondents %of respondents

a Rented 40 80%
b Own 07 14%
c Relative house 01 2%
d Others 02 4%
Total 50 100%
Data analysis: From the above table out of 50 respondents, 80% of them
are rented,14% of them are own house,4% of them are others, and
remaining 2%
Interpretation:
A majority of (80%) of workers resident fall rented house, because of migration from rural to
urban sector.

Table No: 13
Table showing the employee retention helps the development of organization of respondent
Sl. No Variable No of respondents % of respondents

a Yes 50 100%
b No 0 0%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 100% of them are with positive result (yes) and
found 0% negative result.
Interpretation:
A (100%) of workers shows positive response on retention impact on development of
organization, because of good working condition of industry.

Table No: 14
Table showing the employee encouraged to participate in tailoring to improve skills of
respondents

a Yes 08 16%
b No 42 84%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 84% of them are responded yes and remaining 16%
of them are responded no.
Interpretation:
A majority of (84%) of workers were not encouraged to participate in tailoring to improve skills,
because of non effective training environment.

Table No: 15
Table showing the employees opinion regarding the work load of respondents
Sl. No. Variable No. of respondents % of respondents

a High 08 16%
b Very high 01 2%
c Average 41 82%
d Low 0 0%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 82% of them are responded with average work load,
16% of them are responded with high work load and remaining 2% of them are responded
with very high work load.
Interpretation:
A majority of (82%) of workers fall into average of work load, because of self interest of
respondents.

Table No: 16
Table showing the further carrier plan in the organization of respondent
Sl. No. Variable No. of respondent %of respondents

a Yes 05 10%
b No 45 90%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 90% of them are responded with no and remaining
10% of them are responded with yes.
Interpretation:
A majority of (90%) workers shows no for further carrier plan in organization, because of low
interest towards career of respondents.

Table No: 17
Table showing the employees ever suggested will suggest their friends/relatives to join this
organization of respondents

a Yes 48 96%
b No 02 04%
Table 50 100%
Data analysis:
From the above table out of 50 respondents, 96%of them are responded with yes and remaining
4% of them are responded with no.
Interpretation:
A majority of (96%) workers shows positive result towards motivating others, because of good
working condition of organization.

Table No: 18
Table showing management come forward to support when employees are facing with
critical situation of respondents
Sl. No Variable No.of respondents % of responded

a Agree 48 96%
b Disagree 0 0%
c Strongly agree 01 2%
d Neutral 01 2%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 96% of them are responded with agree, and 2% of
them are responded with strongly agree and neutral.
Interpretation:
A majority of (96%) of workers shows agree for facing with critical situation, because of good
supportive environment in the organization.

Table No: 19
Table showing the opinion about the company rules and regulations of respondents

a Satisfied 50 100%
b Dissatisfied 0 0%
c Highly dissatisfied 0 0%
d Neutral 0 0%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 100% of them are with positive result (yes) and
found 0% negative result.
Interpretation:
A (100%) of workers were satisfied with company rules and regulations, because of co-
operative and motivated environment for the respondents.

Table No: 20
Table showing the employees agree that the supervisor supports the working system of
respondents

a Agree 49 98%
b Disagree 0 0%
c Strongly agree 0 0%
d Neutral 1 2%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 98% of them are responded with agree the
supervisor supports the working system and remaining 2% of are responded with neutral.
Interpretation:
A majority of (98%) of workers shows agree towards supervision support of working system,
because of no discrimination among supervision and respondents.

Table No: 21
Table showing the employees morale in the company high of respondent

a Yes 49 98%
b No 01 2%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 98% of them are responded with yes and remaining
Interpretation:
A majority of (98%) of towards shows yes towards morale in company, because of high self-
confidence towards working environment.

Table No: 22
Table showing the employees attended any training programs conducted by their company
of respondents

a Yes 2 4%
b No 48 96%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 96% of them are responded with no, and remaining
4% of them are yes.
Interpretation:
A majority of (96%) of workers say no, because of low self esteem in the organization among
workers.

Table No: 23
Table showing the employees work over time very often of respondents

a Yes 0 0%
b No 50 100%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 100% of them are responded with no and no one
responded with yes.
Interpretation:
A (100%) of workers shows No for working overtime, because of family commitment and
health issues of respondents.

Table No: 24
Table showing the employees better infrastructure amenities in this organization of the
respondents

a Yes 49 98%
b No 01 02%
Total 50 100
Data analysis:
From the above table out of 50 respondents, 98% of them are responded with yes, and remaining
Interpretation:
A majority of (98%) of workers shows yes for better infrastructure amenities in administration in
the organization.

Table No: 25
Table showing the employees satisfied with their existing pay structure of the respondents

a Yes 0 0%
b No 50 100%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 100% of them are responded with no. no one
responded with yes.
Interpretation:
A (100%) of workers shows no of existing pay structure, because of low –socio economic
condition of the respondents.

Table No: 26
Table showing the employees training program always linked to their career development
of the respondents

a Yes 10 20%
b No 40 80%
Total 50 100%
Data analysis:
Interpretation:
A majority of (80%) of workers shows No on training program towards career development,
because of low-self interest in the career development of respondents.

Table No: 27
Table showing the employees communication barriers with yours supervisors of the
respondents

a Yes 07 14%
b No 43 86%
Total 50 100
Data analysis:
Interpretation:
A majority of (80%) of workers shows no on communication barriers with supervisors, because
of localities working under wide shelter respondents feel comfortable with in themselves.

Table No: 28
Table showing the employee suggestions and grievances considered of the respondent
Sl. No Variable No. of respondent %of respondent

a Agree 35 70%
b Strongly agree 15 30%
c Disagree 0 0%
d Neutral 0 0%
Total 50 100
Data analysis:
From the above table out of 50 respondents 70%of them are responded with agree 30% of them
are strongly agreed.
Interpretation:
A majority of (70%) of workers agree for employee suggestions and grievance consideration,
because of supportive working environment respondent shows positive response.

Table No: 29
Table showing the employees leave facility offered by the company of respondents
Sl. No. Variable No.of respondent %of respondents

a Satisfied 49 98%
b Dissatisfied 01 2%
c Highly satisfied 0 0%
d Neutral 0 0%
Total 50 100%
Data analysis: From the above table out of 50 respondents 98% of them are responded with
satisfied and remaining 2% of them are dissatisfied.
Interpretation:
A majority of (98%) of workers are satisfied on leave facilities, Because of supportive
supervision with coordination with employees, who tend to give productive result.

Table No: 30
Table showing the employees appreciation for good work of the respondents
Sl. No Variable No of respondents %of respondents

a Agree 26 52%
b Strongly agree 0 0%
c disagree 0 0%
d neutral 24 46%
Total 50 100%
Data analysis:
From the above table out of 50 respondents, 52% of them are responded with agree, 46% of them
are neutral.
Interpretation:
A majority of (52%) of workers shows agree for appreciation for good work, Because of good
productivity from employees with coordination.

CHAPTER - 5
FINDINGS
An analysis and evaluation of the total data With regard to a study on employee retention and
motivational strategies
 Majority of 39 (78%) respondents are female.
 Majority of 19 (38%) respondents are of 36 year and above.
 Majority of 33 (66%) respondents are married.
 Majority of 31 (62%) respondents are education qualification of below SSLC.
 Majority of 21 (42%) respondents are designation tailor.
 Majority of 19 (38%) respondents are work experience 3-5 years.
 Majority of 24 (48%) respondents are working department others.
 Majority of 21 (42%) respondents are mother tongue Hindi.
 Majority of 36 (72%) respondents are family type nuclear family.
 Majority of 31 (62%) respondents are number of working their family members two.
 Majority of 27 (54%) respondents are family annual income 2-3 lakhs.
 Majority of 40 (80%) respondents are living house rented.
 Majority of 50 (100%) respondents are employee retention helps the development of

organization.
 Majority of 42 (84%) respondents are encouraged to participate in training to improve their
skills are no.
 The study explore that 41 (82%) of the respondents are average with work load of the
organization.
 The study found that 45 (90%) of the respondents are not further carrier plan in the
organization.
 Majority of 48 (96%) respondents are ever suggested /suggest their friends/ relatives to join
this organization.

 The study shows that 48(96%) of the respondents have management come forward to support
when employees are facing with critical situation of respondents.
 The study shows that 50(100%) of the respondents are aware about company rules and
regulations.
 The study shows that 49(98% of the respondents are agree that the supervisor supports the
working system of respondents.
 Majority of 49 (98%) respondents responded yes towards morale in company.
 Majority of 48 (96%) respondents are not attended any training programs by their company.
 Majority of 50 (100%) respondents are not work over time very often.
 Majority of 49 (98%) respondents are having better infrastructure amenities available in this
organization.
 The study found that 50(100%) of the respondents are not satisfied with their salary.
 Majority of 40 (80%) respondents are training program not linked to their career
development.
 The study shows that 43(86%) of the respondents are not communication barriers with their
supervisors.
 Majority 35 (70%) of the respondents are having agreed the employee’s suggestions and
grievances considered of the respondents.
 Majority of 49 (98%) respondents are getting leave facilities.
 Majority of 26 (52%) respondents are having neutral for appreciation good work.
 The study found that 90% of the respondents are not further carrier plan in the organization.
 The study found that 52% of the resp.ondents are having Neutral for appreciation good work.

SUGGESTIONS
 The management should enhance salary for the employees based on their performance.
 The management should provide awareness about non statutory benefits to the employees.
 Management should provide annual leave with wages and creating awareness about leave
with wages
 Management should take action to improving the quality if canteen facility
 H.R Department should consider the employees opinion for any decision making
 Management should provide rewards and recognition for employment achievements.
 Management should decrease the over time working hours
 Management should provide proper attendance bonus for regular employees.

CONCLUSION
The main of any organization is to earn profit. But to attain the maximum profit the
organization should concentrate more on employees and the ways to retain them for their
long run. From the study it is identified that lack of growth opportunities and salary are the
major factors employees to change their jobs. This study concludes that to reduce attrition
industries should create some opportunities for growth of their employees with the
organization by adopting new innovative technologies and effective training programs.
As identified in this ―whitepaper‖, many issues take when retention is not consciously
prioritized from a damaged company reputation to low employee who outperform beyond
expectation reduces the need to recruit and cuts related hiring and training costs. Put simply
you’ll have a successful company If you treat your employees well so they to stay with you.
Hiring top-performing and enthusiastic employees requires a certain knack but keeping those
employees is an art. Increasing retention requires careful planning and implementation
resulting in a solid program which incorporates many or all of the solutions mentioned in this
whitepaper. Incorporating these techniques into your internal company planning does not
necessarily require expenditure. In fact many of the retention strategies mentioned above cost
little or no money to implement and require nothing more than carefully planned time
dedicated to long term goals. Companies must realize that by keeping their turnover levels
low they are in fact improving their bottom line. The cost of replacing employees is an
excessive one which most companies cannot afford.

BIBLIOGRAPHY:
1. Suniti Chandiok (Nov, 2012) Employee retention in Indian Textile Industry, A study on
Grasim bhiwani textile limited.
2. Bidisha Lahkar Das and Dr.Mukulesh Baruah (Nov-Dec 2013) pp 08-16, Employee
retention: A review of literature
3. J Satish Kumar and J. John Benito (Nov 2015) Employee Retention strategies- A case study
on garment industries in Tirupur.
4. M S Suruchi Mittar, Sharmishthasaini et, all Human resource management practices for
employee retention in apparel export houses in Delhi NCR
5. Wolters Kluwer (India) Pvt.Ltd. 2004/2009 (Reprint) Employee retention strategies, New
Delhi.
6. John Willey and sons, Inc (1999) keeping your valuable employees: Retention strategies for
your organization. New York

ANNEXURE
INTERVIEW SCHEDULE
PART - A
(Personal
Details)
Full
Name..........
..............
1. Gender
a) Male [ ] b) Female [ ]
c) Transgender [ ]
2. Age of the respondent
a) 18-23Years [ ] b) 24-29Years [ ]
c) 30-35 Years [ ] d) 36 Years &above[ ]
3. Marital Status
a) Married [ ] b) Unmarried [ ]
c) Single [ ] d) Bachelor [ ]
4. Educational qualification
a) Below SSLC [ ] b) SSLC [ ]
c) PUC [ ] d) Others [ ]
5. Designation
a) Tailor [ ] b) Checker [ ]
c) Ironer [ ] d) Others [ ]
6. Years of experience
a) 0-2Years [ ] b) 3-5Years [ ]
c) 6-8Years [ ] d)
9Years and above [ 7.
Department................
8. Mother tongue
a) Kannada [ ] b) Telugu [ ]
c) Hindi [ ] d) Others [ ]

PART-B (Family details)
9. Family type
a) Joint family [ ] b) Nuclear family [ ]
c) Extended family [ ] d) others [ ]
10. Number of members working in your family?
a) One [ ] b) Two [ ]
c) Three [ ] d) Three & above [ ]
11. Annual income of the family?
a) 1-2 Lakhs [ ] b) 2-3 Lakhs [ ]
c) 3 Lakhs & above [ ]
12. Your living house?
a) Rented [ ] b) Own [ ]
c) Relative home [ ] d) others [ ]
PART-C
13. Do you think employee retention helps the development of organization?

a) Yes [ ] b) No [ ]
14. Are you encouraged to participate in training to improve your skills?
a) Yes [ ] b) No [ ]
15. What is your opinion regarding the work load?
a) High [ ] b) Very high [ ]
c) Average [ ] d) Low [ ]
16. Would you like to plan your further carrier in this organization?
a) Yes [ ] b) No [ ]
17. Have you ever suggested /will you suggest your friends/relatives to join this
organization?
a) Yes [ ] b) No [ ]
18. Does your management come forward to support when you are
facing with critical situation?
a) Agree [ ] b) Disagree [ ]
c) Strongly disagree [ ] d) Neutral [ ]
19. What is your opinion about the company rules and regulations?
a) Satisfied [ ] b) Dissatisfied

c) Highly dissatisfied [ ] d) Neutral

20. Do you agree that the supervisor supports the working system?
a) Agree [ ] b) Disagree [ ]
c) Strongly disagree [ ] d) Neutral [ ]
21. Is the morale in the company high?
a) Yes [ ] b) No [ ]
22. Have you attended any training programs conducted by your company?
a) Yes [ ] b) No [ ]
a) If yes, how many training programs you have attended.....
23. Do you work over time very often?
a) Yes [ ] b) No [ ]
24. Are there better infrastructure amenities available in this organization?
a) Yes [ ] b) No [ ]
25. Are you satisfied with your existing pay structure?

a) Yes [ ] b) No [ ]
26. Is your training program always linked to your career development?

a) Yes [ ] b) No [ ]
27. Is there any communication barriers with your supervisors?
a) Yes [ ] b) No [ ]
28. Are the employee suggestions and grievances considered?
a) Agree [ ] b) Strongly agree [ ]
c) Disagree [ ] d) Neutral [ ]
29. How is the leave facility offered by the company?
a) Satisfied [ ] b) Dissatisfied [ ]
c) Highly dissatisfied [ ] d) Neutral [ ]
30. Is there appreciation for good work?
a) Agree [ ] b) Strongly agree [ ]
c) Disagree [ ] d) Neutral [ ]

Navyashree K V

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A STUDY ON EMPLOYEE RETENTION STRATEGIES

(With special reference to WALVOIL FLUID POWER INDIA PVT.

A Dissertation submitted to the Bangalore University in partial fulfillment of

Master of Social Work

UNDER THE GUIDANCE

DEPARTMENT OF SOCIAL WORK

STRATEGIES" (With special reference to WALVOIL FLUID POWER INDIA

K V student of MSW, Department of Social Work, Bangalore University, Bangalore,

CHAPTERS CONTENT PAGE NO

4 DATA ANALYSIS AND 24

5 FINDINGS, SUGGESTIONS AND 54

However, many consider employee retention as relating to the efforts by which

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 7

MEANING OF EMPLOYEE RETENTION

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 8

According to Get Les McKeon’s employee retention is define as ―effective employee

IMPORTANCE OF EMPLOYEE RETENSION

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 9

position to contribute effectively.

4. Interruption of Customer Service:- Customers and clients do business

lead to potential customer loss.

5. Turnover leads to more turnovers;- When an employee terminates, the effect

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 10

Increasing employee engagement is another common objectives of employee retention.

Reason for attrition

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 11

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 12

ROLE OF MOTIVATION IN EMPLOYEE RETENTION

 Ownership of work only comes through motivation:-

expectations of the management. Supervisors display inspirational posters, photographs on

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 13

BENEFITS OF EMPLOYEE RETENTION:

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 14

that the best-qualified applicants

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 15

feel that they are being left out of the loop.

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 16

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 17

 Career development. Program;- Conditional assistance for certain courses should be

 Loyalty bonus:- After successful completion of a specified period of time in an organization

 Accountability:- Creation of an environment that demands accountability and transparency

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 18

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 19

 Motivating across generations - Today’s workforce includes a diverse population of

 Orientation and On Boarding - An employee's perception of an organization takes shape

Exit Interview and Separation Management Programs

Employee Retention Practices

By focusing on the fundamentals, organization can go a long way towards building a

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 20

 Socialization - Socialization practices delivered via a strategic on boarding and assimilation

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 21

remain with the company for a specified amount of time.

 Effective leaders - An employee’s relationship with his/her immediately ranking supervisor

 to reinforce employee productivity and open communication, to coach employees and

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 22

 Exit Interviews - By including exit interviews in the process of employee separation,

 Employee Retention consultants - An employee retention consultant can assist

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 23

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 24

4. M S Suruchi Mittar Sharmishthasaini et, all; reviews that profitability of any

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 25

BANGALORE UNIVERSITY, DEPARTMENT OF SOCIAL WORK 2019-2020 Page 26

“A study on employee retention strategies”