A

Report

On

RETENTION OF EMPLOYEES IN RAIL BIKASH MANCH

Submitted for partial fulfillment of requirement for the award of degree

Of

Bachelor of COMMERCE

Netaji Subhas University

Jamshedpur (Jharkhand)

Session 2021-24

Supervised By External Guide Supervised By Internal Guide

Name – SUKANYA KASHYAP Name – Dr. SHRADHA VERMA

Designation –Managing Director Designation- Assistant Professor

Department – Human Resource Department- Commerce

Submitted By

PRASENJIT NAMATA

Roll No : 2107045

Enrollment No : NSU2107045

B.COM VI SEM

2024

DEPARTMENT OF COMMERCE

NETAJI SUBHAS UNIVESITY

POKHARI, JAMSHEDPUR
 DECLARATION

I the undersigned solemnly declare that the report of the Summer Training work entitled
“RETENTION OF EMPLOYEES AT RAIL BIKASH MANCH”is based my own work
carried out during the course of my study under the
Supervision of Dr.SHRADHA VERM
I assert that the statements made and conclusions drawn are an outcome of the project work. I
further
Declare that to the best of my knowledge and belief that the project report does not contain
any part of any
Work which has been submitted for the award of any other degree/diploma/certificate in this
University or
Any other University.

(Signature of the Candidate)

Name of the CandidatePRASENJIY NAMATA
Roll No.: 2107045
Enrolment No.: NSU2107045
CERTIFICATE BY ORGANISATION
 CERTIFICATE
BY INTERNAL GUIDE

This to certify that the report of the project submitted is the outcome of the project work
entitled“RETENTION OF EMPLOYEES AT RAIL BIKASH MANCH”

carried out by Prasenjit Namata Roll No.2107045&

Enrolment No.NSU2107045 carried by under my guidance and supervision for the award of
Degree
In Bachelor of Business Administration of Netaji Subhas University, Jamshedpur, Jharkhand,
India.
To the best of the my knowledge the report
i) Embodies the work of the candidate him/herself,
ii) Has duly been completed,
iii) Fulfils the requirement of the ordinance relating to the BBA degree of the University and
IV) Is up to the desired standard for the purpose of which is submitted.

(Signature of the Guide)

Name: Dr.SHRADHA VERMA
Designation: Assistant Professor
Department:COMMERCE
Name & Address of the Institute: NETAJI SUBHAS
UNIVERSITY, Pokhari Jamshedpur

CERTIFICATE BY THE EXAMINERS

 This is to certify that the project entitled

“RETENTION OF EMPLOYEES AT RAIL BIKASH MANCH”

Submitted by

Prasenjit Namata Roll No.2107045 Enrollment No.NSU2107045 has been examined by the
undersigned as a part of the examination for the award of Bachelor of Business
Administration degree of Netaji

Subhas University, Jamshedpur, Jharkhand, India.

Name & Signature of Name & Signature of

Internal Examiner External Examiner

Date: Date:

Forwarded by

Academic Head

Department of COMMERCE

ACKNOWLEDGEMENT
I take this opportunity to express my gratitude to everyone who
supported me throughout the course of the Internship at RAIL BIKASH
MANCH.I am thankful for their valuable guidance, constructive criticism and
friendly advice during the project work. I am sincerely grateful to them for
sharing their truthful and illuminating views on a number of issues related to
the study.
I gratefully acknowledge my indebtedness to my mentor Miss Sukanya
kashyap, Assistant Professor of, NETAJI SUBHAS UNIVERSITY for his
meticulous guidance and support throughout the study. I express my sincere
thanks to Mr Aryaman kakati ,executive director of RBM.Miss Shradha maam
Project guider of Netaji Subhas University during the internship for
providing me with valuable insights and required facilities for the
successful completion of my study. Their support and guidance at My
Project helped me understand and learn how the digital platform has a
long way in the coming years. I express my deep gratitude to my family and
dear friends for their co-operation and support.
 PREFACE

For the past one month, Wishes and Blessings have been an integral part of my
journey. I have not only completed an ngo internship but much more than that. I
got the exposure and learning that I will carry forward for a very long time. It
will always be something that I will look back to and be grateful for because of
all that I could experience and see.

My mentor, Miss Sukanya Kashyap , was an amazing source of inspiration

throughout the period of one month, and I am grateful to have had her as my
guiding light during this internship. This organization has made me realize how
important it is to observe our surroundings, acknowledge our privilege
and help everyone in need. Working here has made me more responsible and
creative in many ways, and I wish the very best to Wishes and Blessings. It’ll
always remain a precious part of my experience with social work.
 CHAPTER 1.
INTRODUCTION

Employee Retention is a challenging concern of the organization. This study stressed on

Employee Retention strategies. Employees are the assets of the organization. To retain
skillful and committed employees in the organization, management should take care of
employee satisfaction. Find out the reasons of employee turnover and overcome this. The
purpose of this study is to prove how employee retention is essential in this day and age, and
if the organizations are not awake to the situation and immediate actions are not taken to that
effect, what repercussions lay ahead and how they would affect the organization and the
industry.

Key Words: Employee Retention, Reasons of Employee Turnover, Strategies of

Employee Retention.

Introduction :

Employee Retention is defined as an organization’s ability to retain its employees. It can

also be called as a process, in which the resources are motivated and encouraged to stay in
an organization for a longer period of time for the sustainability of the organization. The
ultimate aim of Employee Retention is to make both the stakeholders, i.e., employees
and employer happier. It facilitates loyal employees sticking to the company for a longer
duration, which in turn will benefit both the stakeholders. Employee retention is not just a
matter that can be dealt with records and reports. It purely depends upon how the employers
understand the various concerns of the employees and how they help them resolve
their problem, when they are in need. Every organization spends time and invests
money in grooming new employees and makes them corporate-ready. The organization will
be in complete loss, if such employees quit after they are fully trained. 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. Research says that most of the
employees leave an organization out of frustration and constant friction with their superiors
or other team members. In some cases low salary, lack of growth prospects and
motivation compel an employee to look for a change. The management must try its level best
to retain those employees who are really important for the system and are known to be
effective contributor.

Objectives of the study:

1. To study about the employee retention in the organization.

2. To ascertain the problems of the employees in the organization.

3. To identify how retention strategy reduces employee turnover.

Significance of the study:

Employee Retention is not about managing retention. It is about managing people. If an

organization manages people well, employee retention will take care of itself. People
want to work for an organization which provides: Appreciation for the work done, Ample
opportunities, A friendly and cooperative environment, A feeling that the organization is
second home to employee. Employee retention has become a major goal of the organization.

Theoretical Background:

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. Loss of Company Knowledge: When an employee leaves, he takes with him valuable
knowledge about the company, customers, current projects 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.

3. 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 company are severed, which could lead to potential customer loss.

4. 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. 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.

5. 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. What Makes Employee Leave? Employees do not leave
an organization without any significant reason.

There are certain circumstances that lead to their leaving the organization. The most common
reasons can be:

a) Job is not what the employee expected to be: Sometimes the job responsibilities don’t
come out to be same as expected by the candidates. Unexpected job responsibilities lead to
job dissatisfaction.
b) Job and person mismatch: A candidate may be fit to do a certain type of job which matches
his personality. If he is given a job which mismatches his personality, then he won’t be able
to perform it well and will try to find out reasons to leave the job.

c) No growth opportunities: No or less learning and growth opportunities in the

current job will make candidate’s job and career stagnant.

d) Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels
demotivated and loses interest in job.

e) Lack of trust and support in co workers, seniors and management: Trust is the most
important factor that is required for an individual to stay in the job. Non-supportive
coworkers, seniors and management can make office environment unfriendly and difficult to
work in.

f) Stress from overwork and work life imbalance: Job stress can lead to work life imbalance
which ultimately many times lead to employee leaving the organization.

g) Compensation: Better compensation packages being offered by other companies may

attract employees towards themselves.

The task of managing employees can be understood as a three stage process :

1. Identify cost of employee turnover

2. Understand why employees leave

3. Implement retention strategies

The organizations should start with identifying the employee turnover rates within a
particular time period and benchmark it with the competitor organizations. This will help in
assessing the whether the employee retention rates are healthy in the company. Secondly, the
cost of employee turnover can be calculated. According to a survey, on an average, attrition
costs companies 18 month salary for each manager or professional who leaves, and 6months’
pay for each hourly employee who leaves. This amounts to major organizational and
financial stress, considering that one out of every three employees plans to leave his or her
job in the next two years. Hytter (2007) explained that there are some factors such as
personal premises of loyalty, trust, commitment, and identification and attachment with the
organization have a direct influence on employee retention and workplace factors such
as rewards, leadership style, career opportunities, the training and development of skills,
physical working conditions, and the balance between professional and personal life have an
indirect influence. Garg & Rastogi (2006) explained that in today’s competitive
environment feedback is very essential for organization.

Retention Involves Five Basic Things

Environment: A motivated employee wants to contribute to work areas outside of his specific
job description. Ramlall (2003) stressed that a suitable work environment is the need of an

employee in an organization as it will encourage commitment. Nelson(2006), explained in

his study that job satisfaction is priceless, incomparable and invaluable. Hopeless employees
negatively upsetting the desire level of work. A little amount of employees which are
satisfied with their work not only affect the performance but also the work environment
affects the performance of employees and performance of organization.

Growth: Growth is an integral part of every individual’s career. If an employee

cannot foresee his path of career development in his current organization, there are chances
that he’ll leave the organization as soon as he gets an opportunity. Grossman, J.(2002)
stressed that Work growth is the effect of employee performance in the organization as well
as the result of organizational provenance provided to employees by organization. The
Growth and productivity is the ultimate result of employee behavior such as performance,
retention, satisfaction of employees.

Compensation: Compensation constitutes the largest part of the retention process. The
employees always have high expectations regarding their compensation packages.
Compensation includes: Salary and Wages, Bonus, Health Insurance, after retirement
benefits. Davies, Taylor, & Savery (2001) Compensation to top workers is given by every
organization but very few organizations uses it strategically. They said that “Salary and
benefits policies are not being used strategically, within the organization to improve morale,
reduce turnover, and achieve targets within an establishment”. In a research it was
concluded that although compensation was not one of the top factors influencing non-
management turnover but compensation can act as a critical factor in reducing
managerial turnover and increasing commitment.

Relationship: Sometimes the relationship with the management and the peers become
the reason for an employee to leave the organization. The management is often not able
to provide an employee a supportive work culture and environment in terms of personnel
and professional relationships. A supportive work culture helps grow employees
professionally and boosts employee’s satisfaction. There are times when an employee starts
feeling bitterness towards the management or peers, which leads to less satisfaction
and eventually attrition.

Armstrong (2003) Employee relations consist of all those areas of human resource
management that deals with employees directly and through collective agreements where
trade unions are recognised. The union practices for the welfare and good working condition
of the employees. Employee relations are concerned with generally managing the relationship
between employer and employees at the workplace that can be formal e.g. contract of
employment or procedural agreement.
Support: Employees today are asking for a work place that helps them balance the demands
of their work and family lives, rather than forcing them to one over the other. Schemes like:
Special schemes for their children, Scholarship, Medical benefits, Training etc William
Kahn(1993) "The harnessing of organisation members' selves to their work roles; in
engagement, people employ and express themselves physically, cognitively, and
emotionally during role performances.” Employee engagement with the definition: "an
employee's involvement with, commitment to, and satisfaction with work. Employee
engagement is a part of employee retention."

Three R’s of Retention:

Respect is esteem, special regard, or particular consideration given to people. As the

pyramid shows, respect is the foundation of keeping your employees.

Recognition and rewards will have little effect if you don’t respect employees. Recognition
is defined as “special notice or attention” and “the act of perceiving clearly.” Many problems
with retention and morale occur because management is not paying attention to people’s
needs and reactions.

Rewards are the extra perks you offer beyond the basics of respect and recognition that make
it worth people’s while to work hard, to care, to go beyond the call of duty. While rewards
represent the smallest portion of the retention equation, they are still an important one.
Agarwal (1998) gave an explanation to the term reward as something that the
organization offers to the employees in response of the work as well as performance and
something which is desired by the employees.

Employee Retention Strategies:

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

1. Hire the right people in the first place.

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

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

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

5. Provide them information and knowledge.

 CHAPTER2.
COMPAMY PROFILE

RAIL BIKASH MANCH

RAIL BIKASH MANCH Was started in 2019. It has earned a lot of certificates and awards.
Rail Bikash Manch NGOis a non-profitorganization accreditedby Government ofIndia. It is
also ISOcertified along withmany others such as :FSSAI, IEC, MCA, 80G,NITIAAYOG,
UDYAM,GST, and many more.Ourcentral governmentUID No. isAS/2019/0228422.

Mission - Reaching out to help others in need is

an universal human value. With this

aim, Rail Bikash Manch aspires and

strives to succor downtrodden people

hit by poverty. The altruistic drivenapproach of RBM tends to contributetheir hands in
humanity.Rail Bikash Manch's mission is not onlyrestricted to helping underprivilegedpeople
but also to create a bond of loveand solidarty within society andeducate the mass on issues of
social relevance.

Vision - The ambitious vision of social services of Rail Bikash Manch hasunlimited
boundaries in order to make more sucessfull and effective action for ensuring equal
dignity to each and every individual who is in their most poorest and excluded form. Rail
Bikash Manch believes in the fact that dignity of a person is a cornerstone of a democratic
nation. Our organization stands with each and every citizen of this nation who are deprived of
their

basic human rights and needs.

SOCIAL SERVICES

1.Social awareness campaigns : child education, women empowerment, environment

sustainability, clean India drives, webinars , sanitary hygiene, etc.

2. Sanitation drives : police stations, religious institutions, public areas.

3. Providing free firewood at cremation services.

4. Plantation drives : save soil campaign.

5. Selling household products for providing monetary help to ngo workers especially women
in their daily lives.
6. Serving roadside beggars with basic amenities : footwears , food, water , clothes ,
blankets , etc .

7. Providing essential items at wedding of young poor women from poor families.

8. Monthly medical and blood donation camps.

9. Animal welfare : feeding strays.

BOARD MEMBERS

FOUNDER/SECRETARY - Mr. Debasish Das

PRESIDENT - Mr. Deepam Thakuria

ADVISORS - Mr. Biswajit Nath & Mr. Abul Hussain

VIRTUAL MANAGEMENT TEAM

MANAGING DIRECTOR - Sukanya Kashyap

EXECUTIVE DIRECTOR - Aryaman Kakati

MANAGER - Khushi Goel

ASSISTANT MANAGER - Divyansha Arora

SOCIAL MEDIA MANAGER - Prarthana Jain

CONTENT STRATEGISTS - Rishabh Bharti & Malaika Gupta

HUMAN RESOURCES HEADS - Aryan Pandey, Sanjana Puri, Niharika Sharma & Mansi

ADMINISTRATIVE HEAD - Aditya Singh

GLIMPSES OF OUR WORK

 CHAPTER 3
RESEARCH METHODOLOGY

1. MEANING Research methodology, a meticulous yet empowering framework, guides

researchers through the labyrinth of inquiry. It's the roadmap that leads to reliable, valid, and
insightful knowledge, illuminating unexplored territories and challenging established
paradigms. In this detailed exploration, we'll delve into the core elements of research
methodology, equipping us with the tools to navigate our own research journeys.
2. Charting the Course: Identifying Our Research Topic and Question

The first step in any research endeavour is pinpointing a compelling question. This question,
the lighthouse that steers our investigation, should be:

Specific vagueness. Focused on a well-defined area of inquiry, avoiding ambiguity and.

Feasible Achievable within our timeframe and available resources, ensuring a productive and
efficient research process.

Relevant Addressing a significant gap in knowledge or a pressing issue with practical

implications, contributing meaningfully to our chosen field.

• Original Offering a novel perspective or adding to existing research, avoiding mere

Repetition of past findings. Once our question is formulated, refine it into a clear and concise
research topic, encapsulating the essence of our exploration. This topic becomes the banner
under which our research unfolds.

3. Choosing the Right Path: Selecting a Research Approach Just as travellers have different
paths to reach their destinations, researchers have diverse approaches to answering their
questions. Two primary approaches illuminate the landscape of research: quantitative and
qualitative.

Quantitative Research: Focus Employs numerical data and statistical analysis to measure and
test hypotheses, seeking objective and generalizable findings. Methods Surveys,
questionnaires, experiments, observations, allowing for large- scale data collection and
statistical rigor.

Strengths Objectivity, generalizability, statistical validity, enabling researchers to draw

conclusions applicable to broader populations. Weaknesses Difficulty in capturing complex
phenomena, limited insights into individual experiences and subjective interpretations.

Qualitative Research: Focus Delves into the subjective experiences, perspectives, and
meanings people attach to a phenomenon, prioritizing rich understanding over numerical
data. Methods Interviews focus groups, document analysis, ethnography, facilitating in- depth
exploration and nuanced understanding.

Strengths Richer understanding of individual experiences, deeper insights into complex

phenomena, capturing the subjective and emotional aspects of human behaviour. Weaknesses
Subjectivity, limited generalizability, requiring careful interpretation and consideration of
potential biases. The choice between these approaches depends on our research question, data
availability, and desired level of analysis. Mixed methods, combining quantitative and
qualitative elements, can also be employed to gain a more comprehensive understanding of
our topic.

4. Building the Framework: Crafting Our Research Design 29 Our research design serves as
the blueprint for our investigation, outlining the specific steps we will take to answer our
research question. It's the bridge between our question and our data, ensuring a logical and
efficient flow of inquiry. Some common research designs include: Experimental Design Tests
a cause-and-effect relationship between variables, allowing for robust causal inferences.
Quasi-Experimental Design-Similar to an experiment but lacks random assignment of
participants, offering valuable insights with less stringent control. Survey Design Collects
data from a large sample of individuals through standardized questionnaires, enabling
quantitative data analysis and generalizable findings. Case Study Design-In-depth
investigation of a single case or small group, providing rich and detailed understanding of
specific phenomena. Choosing the right design requires careful consideration of our research
question, data collection methods, and resources. A well-designed research plan lays the
foundation for a successful and insightful investigation.

5. Gathering the Evidence: Data Collection Techniques

Data, the raw material of research, is the fuel that propels our investigation forward.
Choosing appropriate data collection methods is crucial to ensure the reliability and validity
of our findings. Some key considerations include: Validity-Are we measuring what we intend
to measure? Reliability Would repeat measurements yield consistent results? Ethics Are we
respecting participants and their data?

Common data collection methods include:

Surveys and questionnaires data from large samples. Standardized instruments for collecting
quantitative Interviews In-depth conversations to gather qualitative data and understand
individual experiences and perspectives. Observations watching and recording participants'
behaviour in their natural environment, providing insights into real-world interactions. It will
also be collected from the investor Customers by canvassing pre-designed questionnaire.

Secondary Data the secondary data is already published data available through books
periodicals, annual reports, diaries, magazines and newspapers, journal and websites, The
chosen method should align with our research question, design, and desired level of analysis.
Effective data collection requires careful planning, pilot testing, and ethical considerations to
ensure the integrity of our research.

6. Deciphering the Code: Data Analysis Once we have collected our data, it's time to analyse
it to find patterns, answer our research question, and draw conclusions. Quantitative data
analysis often involves statistical software and tests, while qualitative data analysis involves
thematic analysis and coding.

7. Deciphering the Code: Interpretation and Reporting The final step is to interpret our
findings and communicate them clearly and concisely. This involves: Drawing conclusions
Explain what our data means in relation to our research question. 31 Discussing limitations
acknowledge any limitations in our methodology or data. Providing recommendations
implications of our findings. Suggest future research directions or practical

Ethical Considerations.
The research adheres to ethical guidelines, ensuring the protection of the rights and privacy of
study participants. Informed consent is obtained from all participants, and they are informed
of their right to withdraw from the study at any time. Pseudonyms are used to protect the
identities of individuals in qualitative data. The research also maintains strict confidentiality
in handling all collected data. Additionally, the study undergoes ethical review and approval
by the Institutional Review Board (IRB) of the [Your Institution's Name). All data collection
and analysis procedures are carried out with full compliance with ethical standards and
guidelines.

1. Healthcare Accessibility:

Approximately 60% of respondents perceive healthcare accessibility as either "Very

accessible" or "Somewhat accessible." suggesting a positive perception of healthcare
accessibility for underprivileged populations.

Roughly 10% of respondents find healthcare "Not very accessible," representing those who
face significant barriers to healthcare access.

2. Barriers to Education:

Multiple respondents identify various barriers to education for underprivileged children,

including lack of schools in rural areas, socio-economic constraints, and gender disparities.

This indicates that there is a recognition of multiple challenges in accessing quality

education.

3. Effectiveness of Government Policies:

Respondents are divided in their perception of the effectiveness of government policies,

about 40% find them "Extremely effective," while 20% believe they are "Somewhat
effective." A smaller segment sees them as "Ineffective," suggesting room for improvement
in government policies

4. Socioeconomic Factors:
Respondents differ in their perception of the influence of family income. Approximately 20%
believe that "Higher family income leads to better outcomes," while a similar percentage
think that "Lower family income hinders outcomes."

A smaller segment offers the perspective that "Family income has no significant impact."

5. Location Disparities:

Respondents are divided on the question of whether rural and urban underprivileged
populations face different challenges. About 40% believe that "Yes, rural and urban
populations have distinct challenges, while 10% feel that "No, the challenges are similar."

This indicates varying opinions on whether location disparities significantly impact

healthcare and education access.

6. Community Involvement:

Respondents generally recognize the significance of community-based initiatives and NGOs

in improving healthcare and education for underprivileged populations. About 60% see them
as "Very significant" or "Highly influential"

Government Policies and Initiatives

6.1 Overview of Government Programs Addressing Healthcare and Education The

government of India has implemented a range of programs and initiatives aimed at improving
healthcare and education access for underprivileged populations. These policies reflect the
nation's commitment to addressing disparities and fostering inclusive development.

6.1.1 Healthcare Initiatives

The government's healthcare initiatives include programs such as:

Ayushman Bharat: Launched in 2018, this ambitious initiative aims to provide health
insurance coverage to economically disadvantaged families. It encompasses two key
components: the Pradhan Mantri Jan Arogya Yojana (PMJAY), which offers hospitalization
coverage, and the Health and Wellness Centers (HWCs), which deliver primary healthcare
services.

National Rural Health Mission (NRHM): Now part of the National Health Mission (NHM),
NRHM was initiated to enhance healthcare infrastructure in rural areas. It has led to
improvements in healthcare delivery, especially in underserved regions.

6.1.2 Educational Initiatives

In the realm of education, the government has introduced programs like:

Sarva Shiksha Abhiyan (SSA): Launched in 2000, SSA is a flagship program that aims to
provide universal access to quality elementary education. It focuses on enrollment, retention,
and improving the quality of education.

Mid-Day Meal Scheme: This initiative, implemented in 1995, provides free meals to school
children to enhance enrollment and retention rates. It addresses both educational and

Evaluation of Policy Effectiveness

6.2.1 Healthcare Initiatives

While these healthcare initiatives have made notable strides in improving healthcare access,
their effectiveness varies. Ayushman Bharat, for instance, has expanded health insurance
coverage for millions, yet challenges remain in ensuring equitable access and quality
healthcare services. The infrastructure upgrades under NHM have positively impacted rural
healthcare, but gaps persist, especially in remote areas.

6.2.2 Educational Initiatives

The educational programs, including SSA and the Mid-Day Meal Scheme, have contributed
to increased enrollment and retention rates. However, the quality of education and learning
outcomes still require substantial enhancement. There is a need to ensure that students not
only enroll but also receive a meaningful and high-quality education.

7.1 Recommendations for Policy, Practice, and Further Research

Based on the research findings and their implications, the following recommendations are
offered:

Policy Recommendations:

Regularly evaluate and adjust government healthcare and education policies to ensure they
effectively address disparities.

Prioritize the equitable distribution of healthcare resources to reach remote and underserved
areas.

Promote policies that target the root causes of educational disparities, including
socioeconomic factors and gender biases.

Practice Recommendations:

Encourage the involvement of communities in healthcare and education initiatives, ensuring

that local needs and cultural sensitivities are considered.

Strengthen the capacity of NGOs to provide essential services to underprivileged

populations, especially in areas where government resources are limited.

Promote awareness campaigns and programs to emphasize the importance of parental
education in children's educational success.

Further Research Recommendations:

Conduct longitudinal studies to assess the long-term impact of government policies on

healthcare and education outcomes for underprivileged populations.

Investigate the intersectionality of socioeconomic factors in greater depth to understand

challenges faced by different subgroups within underprivileged communities.

the specific Explore innovative solutions and successful case studies that address disparities
and provide replicable models for other regions.
 CHAPTER 4
DATA ANALYSIS
AND
INTERPRETATION

 No of males and female

No of respondents 30
males 18
females 12
 Analysis:

From the above table we can analysis that male candidate are more than the
female candidate

RESPONTENT

18
16
14
12
10
8
6
4
2
0
males females

males Column1

Interpretation:
In the given graph it clearly indicates that out of 30 respondent 18
are males and 12 are females.

 Age group of respondents

Age group No of respondent 30

15-20 14
20-25 12
25-30 4
30 and above 0
Analysis:

From the above table we can analysis that the no of respondent are more in the age group of
15- 20.

Chart Title

25-30

20-25

15-20

0 2 4 6 8 10 12 14 16

Interpretation:

In this give graph its Cleary state that no of respondent is 30 but age group divides into four
categories.

 Effect of the education program of Rail Bikash Manch

No of 30
respondents
excellent 8

good 17
average 3
 bad 2

Analysis:
From the above question we can analysis that of the effect of the effect of the
education programme of RBM are good

excellent good average bad

Interpretation:

In this given graph its clearly state that the effect of the education program of
RBM towards society is 56% good ,26% excellent, 10% average and 8% is not
so positive