CHAPTER – I

INTRODUCTION
 1.I.INTRODUCTION

In today's competitive and rapidly evolving business landscape, attracting and retaining top talent
is crucial for organizational success. Employees are the backbone of any company, driving
innovation, productivity, and growth. However, with the rise of the gig economy and increasing
job opportunities, employees have more choices than ever before, making it challenging for
organizations to retain their best talent. Employee retention is a critical aspect of human resource
management that focuses on maintaining a stable and skilled workforce. Effective retention
strategies can help organizations reduce turnover, increase productivity, and improve overall
performance. Organizations need to keep their best employees around to thrive. This is the goal of
employee retention. Employee retention refers to the strategies an organization develops to
mitigate employee turnover risks and the processes it puts in place to retain its critical talent.
Employee retention is a leading challenge for organizations and HR departments today.

Individuals leave their jobs for many different reasons. Some are voluntary, such as taking another
job, while others are involuntary, such as getting laid off. Employee retention strategies primarily
focus on voluntary turnover that is detrimental to the organization, as opposed to the loss of a poor
performer. It also focuses on turnover that is avoidable, such as an employee leaving their job
because they’re moving out-of-state. Globally, 93% of organizations worry about employee
retention, according to a 2023 LinkedIn survey of more than 2,200 HR and learning development
professionals and employees who use learning services.

Organizations regularly struggle to find and hold on to talent with the skills, expertise, and
knowledge vital to business success. Recognizing the significant impact of employee turnover on
the business, more HR leaders are examining employee retention strategies to give employees
more compelling reasons to stay with their companies. Employee retention is an organization’s
ability to keep workers at the company and reduce undesired turnover. Often there’s an emphasis
on retaining top talent, meaning individuals considered knowledgeable, skilled, and highly
productive.
Retention also focuses on keeping people in the roles that are essential to delivering a product or
service, such as production line workers in a factory, certified nursing assistants at a long-term
care center, or servers and chefs at a restaurant. Employee retention has long been an area of focus
for human resources teams, but it’s increasingly important as it becomes more challenging to fill
positions. Employee retention strategies are exactly what they sound like: ways your organization
can entice employees to stay with the company. Employee retention is influenced by everything
a person could like or dislike about a job, such as pay, benefits, company culture, managers, time
off policies, remote work opportunities, and much more. Companies must craft policies around
these areas with an eye toward how they’ll hurt or help employee retention.

Effective employee retention strategies can help organizations to:

- Reduce turnover rates and associated costs

- Improve job satisfaction and employee engagement

- Increase productivity and performance

- Enhance reputation and attractiveness as an employer

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 the 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.

Most employees feel that they are worth more than they are actually paid. There is a natural
disparity between what people think they should be paid and whatorganizations spend in
compensation. When the difference becomes too great and another opportunity occurs. turnover
can result. Pay is defined as the wages, salary, or compensation given to an employee in exchange
for services the employce performs for the organization. Pay is more than "dollars and
cents;" it also acknowledges the worth and value of the human contribution. What people are paid
has been shown to have a clear, reliable impact on turnover in numerous studies.

Employees comprise the most vital assets of the company. In a work place where employees are
not able to use their full potential and not heard and valued, they are likely to leave because of
stress and frustration. In a transparent environment while employees get a sense of achievement
and belongingness from a healthy work environment, the company is benefited with a stronger,
reliable work-force harbouring bright new ideas for its growth Blog Online And Earn Money.

1.1.1 IMPORTANCE OF EMPLOYEE RETENTION:

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.

5. 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.

6. 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.

1.1.2 HOW TO INCREASE EMPLOYEE RETENTION:

Companies have now realized the importance of retaining their quality workforce.
Retaining quality performers contributes to productivity of the organization and increases morale
among employees.Four basic factors that play an important role in increasing employee retention
include salary and remuneration, providing recognition, benefits and opportunities for individual
growth. But are they really positively contributing to the retention rates of a company? Basic
salary, these days, hardly reduces turnover. Today, employees look beyond the money factor.

Employee retention can be increase by inculcating the following practices:

1. Open Communication:

A culture of open communication enforces loyalty among employees. Open

communication tends to keep employees informed on key issues. Most importantly, they need to
know that their opinions matter and that management is 100% interested in their input.
2. Employee Reward Program:

A positive recognition for work boosts the motivational levels of employees.

Recognition can be made explicit by providing awards like best employee of the month or
punctuality award. Project based recognition also has great significance. The award can be in terms
of gifts or money.

3. Career Development Program:

Every individual is worried about his/her career. He is always keen to know his career
path in the company. Organizations can offer various technical certification courses which will
help employee in enhancing his knowledge.

4. Performance Based Bonus:

A provision of performance linked bonus can be made wherein an employee is

able to relate his performance with the company profits and hence will work hard. This bonus
should strictly be productivity based.

5. Recreation facilities:

Recreational facilities help in keeping employees away from stress factors.

Various recreational programs should be arranged. They may include taking employees to trips
annually or bi-annually, celebrating anniversaries, sports activities, et al.

6. Gifts at Some Occasions:

Giving out some gifts at the time of one or two festivals to the employees making them
feel good and understand that the management is concerned about them.

1.1.3 RETENTION SUCCESS TECHNIQUES:

➢ Transparent Work Culture :

In today's fast paced business environments where employees are
constantly striving to achieve business goals under time restrictions; open minded and
transparent work culture plays a vital role in employee retention.Employees comprise the
most vital assets of the company. In a work place where employees are not able to use
 their full potential and not heard and valued, they are likely to leave because of stress and
frustration. In a transparent environment while employees get a sense of achievement and
belongingness from a healthy work environment, the company is benefited with a stronger,
reliable work-force harboring bright new ideas for its growth.

➢ Quality Of Work :
The success of any organization depends on how it attracts, recruits, motivates,
and retains its workforce. Organizations need to be more flexible so that they develop their
talented workforce and gain their commitment. Thus, organizations are required to retain
employees by addressing their work life issues.The basic objectives of a QWL program are
improved working conditions for the employee and increase organizational effectiveness.

➢ Supporting Employees:
Organizations these days want to protect their biggest and most valuable
asset and they want to do this in a way that best suits their organizational culture. Retaining
employees is a difficult task. Providing support to the employees acts as a mantra for
retraining them. Employers can also support their employees by creating an environment
of trust and inculcating the organizational values into employees.The management can
support employees directly or indirectly. Directly, they provide support in terms of
personal crises, managing stress and personal development.

➢ Feedback:
Feedback acts as a channel of communication between the employee and his
manager. The amount of information employees receive about how well or how poorly
they have performed is what we call feedback. It is a dialog between a manager and an
employee which acts as a way of sharing information about the performance. It suggests
where the employee performance is effective and where performance has to
improve.Managers can provide either positive feedback or negative feedback to
employees. This feedback helps the employee assess his performance and identify the
improvement areas.
Thus, feedback is necessary because:

➢ It builds trust and enhances communication between manager and employee.

➢ It gives managers and employees a way to identify and discuss skills and strengths.
➢ Positive feedback leads to employee retention and motivation.
➢ It helps in identifying performance areas that need improvement and specific ways to
improve them.

➢ Communication Between Employee and Employer:

Communication is a process in which a message is conveyed to the

receiver by the sender. The message may be or may not be in a common format or language that
both the sender and receiver understand. So there is a need to encode and decode the message in
the process. Encoding and decoding also helps in the security of the message. The process of
communication is incomplete without the feedback.Communication is the solution to almost
everything in this world. Same applies to employee retention also. Straight-from-the-shoulder
communication is what the employees need from their employers. Employees look for
organizations where communication and process are transparent. Nothing is hidden and shared
with the employees.

1.1.4 EFFECTIVE RETENTION STRATEGIES:

Retention needs to be looked at differently. The first step towards

management of employee retention begins with acceptance of the reality that today it is not the
company, which determines the movements of its employees but the market. The reason for such
a conclusion is simple. It is not too impossible for a single company to counter the pull of the
market. Instead of attempting to minimize migration, the management practices must aim at
influencing those who leave and at what time.Acceptance of the reality thus enables the
management to develop a focused retention program duly accompanied by an effective
contingency plan for filling the prospective gaps in skills. An honest assessment of an
organization’s need for a set of employees to remain with the company makes it clear as to which
group should be handled with what concern for retaining them. Once this analysis is over and the
management identifies who is to be retained for how long, it can customize retention practices to
encourage employees to stay loyal to the organization.
A retention strategy is a plan that organizations create and use to reduce employee turnover,
prevent attrition, increase retention, and foster employee engagement. While some turnover is
inevitable, building a retention strategy to prevent as much voluntary turnover as possible can save
an organization a lot of time and money. After all, it’s much easier and much less expensive to
train and develop your current employees than it is to continually hire new people.

Employee retention is a phenomenon where employees choose to stay on with their current
company and don’t actively seek other job prospects. The opposite of retention is turnover, where
employees leave the company for a variety of reasons. Retention is defined as the process by which
a company ensures that its employees don’t quit their jobs. Every company and industry have a
varying retention rate, which indicates the percentage of employees who remained with the
organization during a fixed period.

1.1.5 TOOLS OF EMPLOYEE RETENTION:

1. Employee Reward Program:

You can make a provision of Monthly or Quarterly Award (depending upon

the budget) for the best employce, Awarding 2 or 3 best workers cach month. The award can be in
terms of gifts or money.If it is money then it should be divided into two parts, first part to be given
with the next month salary and the remaining after 6 months. In this way he/she can be retained
for 6 more months. These rewards shall be considered at the time of appraisal.

2. Career Development Program:

Every individual is worried about his/her career. You can provide them
conditional assistance for certain courses which are beneficial from your business point of view.
Conditional assistance means the company will bear the expenses only if he/she gets an aggregate
of certain percentage of marks. And entrance to that course should be on the basis of a Test and
the number of seats to be limited. For getting admitted to such program, You can propose them to
sign a bond with the company, like they cannot leave the company for 2 years or something after
the successful completion of the course.
 3. Performance based Bonus:

The employee always comes to know about the profit of the company
which is of course based on the strategic planning of the top management and the productivity of
the employee. To get more work out of the employee, You can make a provision of Bonus. By this
employee will be able to relate himself with the company's profit and hence will work hard. This
bonus should be productivity based.

4. Employee Referral Plan:

You can introduce Employee Referral Plan. This will reduce your cost
(charges of external consultants and searching agencies) of hiring a new employee and
up to an extent you can rely on this new resource. On every successful referral, employce
can be given a referral bonus after 6 or 9 months of continuous working of the new
employee as well as the existing employee. By this you can get a new employee at a
reduced cost as well as are retaining the existing one for a longer period of time.
5. Loyalty Bonus:
You can introduce a Loyalty Bonus Program in which you can reward your
employee after a successful completion of a specified period of time. This can be in the
form of Money or Position. This will encourage the fellow employees as well whether
they are interested in money or position, they will feel fascinated.

1.1.6 PURPOSE OF EMPLOYEE RETENTION:

Employee Retention is very important for the organisation, as the organisation

hires skilled and talented people. It is a difficult task to pull off as the recruitment process takes a
lot of time and also involves costs. But it is not favourable for the organisation if those employees
leave the organisation, so here are the benefits of employee retention: Employee retention is the
organizational goal of keeping productive and talented workers and reducing turnover by fostering
a positive work atmosphere to promote engagement. This includes showing appreciation to
employees, providing competitive pay and benefits, and encouraging a healthy work-life balance.
Employers are particularly interested in retaining employees during periods of low unemployment
and heightened competition for talent. To retain employees, organizations use human resources
technology for recruiting, onboarding, engaging and recognizing workers, as well as offer more
work flexibility and modern benefits like physical and financial wellness programs.

• Reducing Recruitment and Training Costs: Retaining employees reduces expenses paid
in the exhaustive recruitment process.
• Minimising Production Cost and Wastage: A stable workforce ensures smoother
operations, reducing production costs, and minimising wastage due to workforce
disturbances.
• Maximising Productivity and Work Quality: Engaged and satisfied employees tend to
be more productive and maintain higher work standards, positively impacting the
organisation's output.
• Increasing Revenue and ROI: Retained employees contribute to the company's growth
and success, ultimately reflecting increased revenue and Return on Investment.

1.1.7 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 them and respect them.

5. Provide them information and knowledge.

6. Keep providing them feedback on their performance.

7. Recognize and appreciate their achievements.

8. Create an environment where the employees want to work and have fun.
 1.2 OBJECTIVE OF THE STUDY:

PRIMARY OBJECTIVE:

➢ To study about the employee retention in the “ NEW TECH AUTO COMPANY ”.

SECONDARY OBJECTIVE

➢ To ascertain the problems of the employees in the company.

➢ To identify how retention strategy reduces employee turnover.
➢ To study the influence of job satisfaction on employees' & their intention to stay in the
company.
➢ To examine the factors that affect employee retention strategies.
 1.3 NEED OF THE STUDY:

Employee Retention refers to the techniques employed by the management to help the employees
stay with the organization for a longer period of time. Employee retention strategies go a long way
in motivating the employees so that they stick to the organization for the maximum time and
contribute effectively. Sincere efforts must be taken to ensure growth and learning for the
employees in their current assignments and for them to enjoy their work.Employee retention plays
a large role in the success and sustainability of every organization. Companies with high employee
turnover risk financial instability because the cost of recruiting, onboarding, and training new hires
can be considerable. So too are the opportunity costs of losing business because of understaffing.
Employee morale can also suffer when people see their colleagues leave, especially if they’re
forced to take on extra work as a result.

Employee retention has become a major concern for corporates in the current scenario. Individuals
once being trained have a tendency to move to other organizations for better prospects. Lucrative
salary, comfortable timings, better ambience, growth prospects are some of the factors which
prompt an employee to look for a change. Whenever a talented employee expresses his willingness
to move on, it is the responsibility of the management and the human resource team to intervene
immediately and find out the exact reasons leading to the decision.

The management must understand the difference between a valuable employee and an employee
who doesn’t contribute much to the organization. Sincere efforts must be made to encourage the
employees so that they stay happy in the current organization and do not look for a change.
 1.4 SCOPE OF THE STUDY:

➢ The study could help the organization to know about the present employee Conditions.
➢ It Identify the factors responsible for employee retention.
➢ This study can recognize the people who are valuable in the organization.
➢ To identify areas and activities that has greatest potential in retaining employees.
➢ Creating an environment where people want to work and have fun, leading to high
morale.
➢ This study can help organizations avoid the negative impact of losing talented
employees.
➢ This study could help organizations build a loyal and engaged workforce.
➢ This study can help organizations improve their efficiency and effectiveness.
 1.5 LIMITATIONS OF THE STUDY:

➢ Management did not accept the personal approach with the workers for collecting
personal details.
➢ The sample size is 40; so, it is not enough to collect the entire data.
➢ Lack of professional approach since researcher is a student.
➢ Time period given is limited.
➢ Some of the information was confidential so much information was not revealed.
 1.6 INDUSTRY PROFILE:

AUTOMOBILE INDUSTRY:

An industry which comprises a wide range of companies and organizations

which involve in the design, development, manufacturing, marketing, and selling of motor
vehicles. It is one of the world's largest industries by revenue. The automobile industry does not
include the industries which are dedicated to the maintenance of automobiles following delivery
to the end-user, such as automobile repair shops and motor fuel filling stations.The automobile
industry began in the 1860s with hundreds of manufacturers pioneering the horseless carriage.
Early car manufacturing involved manual assembly by a human worker. The process evolved from
engineers working on a stationary car to a conveyor belt system where the car passed through
multiple stations of more specialized engineers. In the 1960s, robotic equipment was introduced,
and most cars are now mainly assembled by automated machinery.

The history of the automobile industry, though brief compared with that of many other industries,
has exceptional interest because of its effects on history from the 20th century. Although the
automobile originated in Europe in the late 19th century, the United States completely dominated
the world industry for the first half of the 20th century through the invention of mass production
techniques. In the second half of the century the situation altered sharply as western European
countries and Japan became major producers and exporters.The earliest recorded automobiles were
actually steam engines attached to wagons in the late 18th century. The steam engines were heavy,
making these wagons slow and hard to control. Better and faster steam automobiles became
common late in the 19th century.

Some automobiles in the early 20th century were powered by electricity. They were slow and
heavy and went out of use until the idea came back later in the century.Since then, many different
kinds of automobiles have been designed and built, from minivans to sports cars. In the 1950s, the
United States made and used more automobiles than all the rest of the world. Fifty years later,
China became the largest maker and user of automobiles.
GLOBAL AUTOMOBILE INDUSTRY:

The automotive industry is essential to the global economy. The "Big Three" U.S.
automakers, General Motors, Ford, and Chrysler (now called Stellantis), contribute significantly
to the gross domestic product of many countries worldwide and are joined by other automakers
headquartered outside the United States like Toyota, Volkswagen, and Hyundai. The industry is
segmented into various sub-regions and markets, such as North America, Europe/Russia, and Asia.

This industry is comprised of various sectors, including production, sales, and marketing, and
generates substantial global revenue. It demands significant resources from other supply chains,
such as oil, steel, plastics, and rubber. Additionally, it plays a vital role in developing roads, fuel
stations, and transportation systems, which contribute to growth in other regions. The automobile
industry is evolving globally, with advancing technologies and newly designed eco-friendly
vehicles leading the way.

When referring to industries in the United States, you must know how they are classified in the
North American Industry Classification System (NAICS). NAICS is the standard used by Federal
statistical agencies in classifying business establishments. The classification system collects,
analyzes, and publishes statistical data related to the U.S. business economy. NAICS has 66 codes
for automobiles; below are just a sample. To understand more about NAICS, explore Doing
Industry Guide.

The automobile industry is a unique environment where complexity permeates

productarchitectures, technology, organizational processes, as well as design and
engineeringactivities. Vehicles are in fact integral products (MacDuffie, 2013) that result from
thecombination of a large number of components, incorporating different technologies linked
toeach other by complex interdependences (Zirpoli and Becker, 2011) and spanning
frommechanics, to electronics, telematics and software. Just as an example, modern electric
carsmight comprise more than 10 million lines of computer code (Branstetter et al., 2019) and upto
150 programmable computing elements (O’Donnell, 2017).
Historically, the limited group of OEMs that survived the massive consolidationfollowing
the emergence of the dominant design in 1920s have maintained leading positionsin the industry
by strengthening their system-integration capabilities, protected from the entryof new players by
significant economies of scale (MacDuffie and Fujimoto, 2010; Schultze etal., 2015). For several
decades, their market dominance enabled them to accumulate massivecompetences in
manufacturing, design and supply chain management, while the productarchitecture remained
substantially stable despite significant component innovation

The automotive industry refers to the sector that encompasses the production, distribution, and
sale of automobiles. It has evolved through technological advancements and is currently
undergoing a transformation with the introduction of Industry 4.0 technologies such as robotics,
additive manufacturing, and the Internet of Things. This transformation is reshaping the activities
of various actors in the industry and paving the way for the development of autonomous vehicles.

Industry Codes for Automobiles:

336111 Motor Vehicle Body Manufacturing

336320 Motor Vehicle Electrical and Electronic

Equipment Manufacturing

441120 Automobile dealers, used car only

441330 Automobile parts and accessories

811198 Repair and Maintenance

AUTOMOBILE INDUSTRY IN INDIA:

In India, as in many other countries, the auto industry is one of the largest
industries. It is one of the key sectors of the economy. The industry comprises of automobile and
the auto components sectors and encompasses commercial vehicles, multi utility vehicles,
passenger cars, two-wheelers, three-wheelers, tractors and related auto components. The industry
has shown great advances since deli censing and opening up of the sector to foreign direct
investment (FDI) in 1993. It has deep forward and backward linkages with the rest of the economy,
and hence, has a strong multiplier effect. This results in the auto industry being the driver of
economic growth and India is keen to use it as a lever of accelerated growth in the country.

Since the first car rolled out on the streets of Mumbai (then Bombay) in 1898, the Automobile
Industry of India has come a long way. During its early stages the auto industry was overlooked
by the then Government and the policies were also not favorable. The liberalization policy and
various tax reliefs by the Govt. of India in recent years have made remarkable impacts on Indian
Automobile Industry, which is currently growing at the pace of around 25% per annum, has
become a hot destination for global auto players like Volvo, General Motors, Ford, Hyundai, Tata
motors and other big players who are emerging slowly.

Today Indian automotive industry is fully capable of producing various kinds of vehicles and can
be divided into 03 broad categories: Cars, two-wheelers and heavy vehicles. A well developed
transportation system plays a key role in the development of an economy, and India is no exception
to it. With the growth of transportation system the Automotive Industry of India is also growing at
rapid speed, occupying an important place on the 'canvas' of Indian economy.

During the early stages of its development, Indian automobile industry heavily depended on
foreign technologies. However, over the years, the manufacturers in India have started using their
own technology evolved in the native soil. The thriving market place in the country has attracted
a number of automobile manufacturers including some of the reputed global leaders to set their
foot in the soil looking forward to enhance their profile and prospects to new heights.
CURRENT STATUS OF THE AUTOMOTIVE INDUSTRY:

The industry over a period of time has installed a robust capacity as given below:

SEGMENT INSTALLED CAPACITY

COMMERCIALVECHICLES 41000

CARS AND MULTI UTILITY 1146000

VECHICLES

TWO AND THREE WHEELERS 5696000

GRAND TOTAL 7252000

FACTS ABOUT THE AUTOMOBILE INDUSTRY:

➢ The first automobile in India rolled in 1897 in Bombay.

➢ India is being recognized as potential emerging auto market.
➢ Foreign players are adding to their investments in India auto industry.
➢ Within two-wheelers, motorcycles contribute 80% of the segment size.
➢ Unlike the USA, the Indian passenger vehicle market is dominated by cars (79%).
➢ Tata Motors dominates over 60% of the Indian commercial vehicle market.
➢ 2/3rd of auto component production is consumed directly by OEMs.
➢ India is the largest three-wheeler market in the world.
➢ India is the largest two-wheeler manufacturer in the world.
➢ India is the second largest tractor manufacturer in the world.
➢ India is the fifth largest commercial vehicle manufacturer in the world.
➢ The number one global motorcycle manufacturer is in India.
➢ India is the fourth largest car market in Asia - recently crossed the 1 million mark.
 1.7 COMPANY PROFILE:

New Tech Auto Group is a pioneer in Real Estate having its footprints across the three states Tamil
Nadu, Telangana and Andhra Pradesh. The group has also diversified into New Tech Auto
Properties (P) Ltd. New Tech Auto Infrastructure Projects LLP, New Tech Auto Conventions
Resorts (P)Ltd. New Tech Auto Studios (P)Ltd. New Tech Auto New Tech Auto Movies (P)Ltd,
New Tech Auto World Making Developers (P) Ltd and New Tech Auto Charitable Trust.

New Tech Auto Properties Private Limited is the flagship company of the group which is
incorporated under the Companies Act, 1956.New Tech Auto Group has two decades of track
record of customer satisfaction with the completion of privileged projects of more than 15 Million
Square Feet (One Crore Fifty Lakh Square Feet). The Group has huge land bank withwell planned
projects. In a short span of two-decades the company has marked its accomplishment in its
Industry.

Mr.NEW TECH AUTO, is the Founder Chairman and Managing Director of New Tech Auto
Group who is an first generation entrepreneur. He is one of the most inspirational, self-driven,
outstanding and young industrialists, who marked his success in Real estate. Housing and
Infrastructure and Movie Studio, Film Production House and Investment Sectors. His ceaseless
efforts and diligent efforts have made him to emerge out as an Real- estate Tycoon in the industry.
Perfection is what he promises and Performance is what he produces in each and every strategical
move of him. His intelligence, hard work and Visionary made New Tech Auto Group as one of
the most progressive and multi-faceted Entity in the South India.

Mr.New Tech Auto, Founder&CMD was awarded as "Most Respected Real Estate Entrepreneur-
Tamilnadu" by Hurun Report India.

New Tech Auto Properties was awarded as "THE BEST REALTY BRAND" by Economic Times.

New Tech Auto Properties goal is to serve with highest standards of ethics, professionalismand
integrity whilst providing the best personalized real estate service to our customers. On doing so
we provide a positive and memorable experience for all our customers.
VISION STATEMENT

➢ To become the Leading Best Brand in Realty Industry.

➢ Excelling and being consistent in everything we execute.
➢ Integrity & Honesty in handling with our customers, employees and service providers.
➢ Seeking always to be innovative and seeking continual improvement.
➢ Creating trust and quality in the way we do our business.

PLOT LOANS

Overview: A customer is eligible for "Plot Loans" from Reputed financial institutions for the
Purchase of Residential Plots.

We at New Tech Auto properties aspire to bring the dreams of our customers into reality by lhaving
their own space and build the house in as their desire and facilitate them with EASY PLOT
LOANS.

They are Attractive Interest Rates provided for purchase of plots.

REQUIRED DOCUMENTS:

Salaried Professionals

➢ Latest Photograph
➢ Proof for Identity, residential address and age
➢ PAN card copy of the main applicant
➢ Form 16/Income Tax Returns
➢ Salary-slip for the last 3 months.
➢ Bank statement over the last 6 months.

Self-Employed Professionals

➢ Latest Photograph
➢ Proof for Identity, residential address and age
➢ PAN card copy of the main applicant
➢ Education qualification certificate and proof of business existence
 ➢ Last 3 years Income Tax Returns with computation of Income
➢ Last 3 years CA Certified / Audited Balance Sheet and Profit & Loss Account
➢ Bank statement over the last 6 months.

Self-employed non-professionals

➢ Latest Photograph
➢ Proof for Identity, residential address and age
➢ PAN card copy of the main applicant
➢ Proof of business existence
➢ Last 3 years Income Tax Returns with computation of Income
➢ Last 3 years CA Certified / Audited Balance Sheet and Profit & Loss Accoun
➢ Bank statement over the last 6 months. (self and business)

REAL ESTATE AUTHORITY FOR LAND BUYERS

➢ Developer has to deliver what has been promised.

➢ Developer will have to transfer 70% money received from buyers to an escrow account.
➢ From buyers to an escrow account.
➢ Developer will be able to sell project only after necessary clearances.
➢ Promised amenities and specifications have to be in the project.
➢ Promised amenities and specifications have to be without buyers written consent
➢ Developer will have to provide for any structural defect in the building for five years.
➢ In case of delay,developer will pay the same interest to the customer as EMI paid by
consumer to bank.
➢ In case of deficiency the buyer can demand after sales service within one year of
possession.
 CHAPTER - 2
REVIEW OF LITERATURE
 2.1 REVIEW OF LITERATURE:

Hom and Griffeth (1995) described in a study that the process of encouraging employees to stay
for a long period or till the project completion is termed as retention.

Drucker (1999) explained that employees voluntarily quit their job is a potential retention issue.
Trip.R, while discussing turnover stated that for many organizations,Voluntary turnover is a big
challenge. Turnover may be voluntary or involuntary and functional or dysfunctional. Voluntary
turnovers refer to leaving of an employee in an organization voluntary i.e., the employee himself
decides to leave\resign from the organization. In involuntary turnover, the employer expels the
employee i.e., the employee leaves the organization unwillingly. It could be due to low
performance, conflict or due to employment-at-will. When a low performer leaves the
organization, it is referred as functional turnover. When a high performer leaves, it is referred as
dysfunctional turnover which incurs cost to an organization.

Terence et al (2001) stated that there are so many reasons for an employee to leave voluntarily.
Some may be personal and some may be influenced by organizational factors. Personal reasons
such as family situation, career growth and attractive job offers etc. Organization factors includes
lack of promotional opportunities, unfair treatment among employees and mismatch between
personal values and organizational values, etc., Overall turnover is a great problem for both
organization and individual. Further it is clearly discussed that occurrence of shock which is
expected or unexpected leads to serious thoughts (i.e., intention) to leave.

Vijayalakshmi V (2012) attempted to analyse the influencing factors of employee retention in

automobile industry to find out India Objectives of the study i.e., to studythe employee retention
practices in automobile industry. To find out employees’overall satisfaction towards work
environment culture. To examine the training and development opportunities offered and its
effectiveness. To analyse compensation factors, Tools used in this study are chi-square analysis,
regression analysis, MannWhitney test, Kruskal Wallis test and analysis of variance. This study
discussed the retention management in global perspective as ‘It includes salary which is
competitive, balancing work-life between personal and professional life, offering
training,determining the performance of the employees through conducting semi-annual reviews,
conducting events, i.e., celebrations, providing appropriate rewards and recognitions with the view
to motivate employees for better performance. These areall the factors considered both by the
employer as well as the employee globally.

Sadaf Zahra et al (2010) policies are some of the key factors in turnover intention and employees
consider these a lot when compared to recognition and rewards. It is concluded that less flexibility
and heavy work load affects family like. Apart from these motivation, competitive pay, supervisory
support, leadership, programs for career development would reduce intention to leave.

Gary Dessler and Biju Varkkey (2014) while discussing a comprehensive approach to retaining
employees, stated that after identifying problems of retention, action can be taken to boost
employee retention by way of pay rise, hire smart, discuss carers, provide direction, offer
flexibility, attractive employee welfare measures, HR practices for high performance, binding
contracts etc.

Priyanka and Dubey S K (2016) in their study performed exploratory factor analysis using
principal component technique. Low salary no career growth opportunity lack of support from the
peer, supervisors and family members, little learning opportunities, poor working environment i.e.,
no workplace safety, communication and insecurity in job.

Kossivi and Kalgora (2016) attempted to study the various factors for retention from the findings
of various previous research studies and brought some factors such as opportunity for
development, social support etc., In their study, supervision and leadership are explored more and
the factors like organizational culture, autonomy and training and development are less explored.
Further the scope for the research also stated the conclusion that based on category of employees
can be done in future.

Taylor (2010) while explaining turnover stated that pull and push factors are to be considered.
Positive attraction towards alternative job opportunity is pull factors, in which employees are
searching for alternative job opportunities even if they are happy and satisfied. In this
circumstance, it is highly essential that employer/management must understand the real value of
their employees and identify the reasons for searching or what they are expecting in the current
job and this would help to retain the talents. The next important factor is push factors, in which
some dissatisfied circumstances are prevailing in the current organization which makes the
employee to leave for refining work life. There are several attributes for pull and push factors that
need to be identified and focused more.

Branch (2011) contended that to improve employee retention, encouraging a good work-life
balance was not the only way to retain employees, but a good compensation structure in a
competitive range, career and development opportunities and some other factors also have some
influence over it. Further, it is essential to have a balance between personal and professional work
which would improve commitment towards the organization.

John Mason (2008) conducted a research and concluded that retention strategies now-a-days are
recognized as vital one in most of the industries. He listed out top ten retention strategies, these
are as follows: Treat employees like the way one treats his/her valuable clients, Make the employee
to fall in live with the company/organization where attached with, Frame strong strategies for
retention which ultimately brings recruitment advantages, Right person for the right job, Money is
a driver but it is not the main reason for employees to stay, To determine why employee, stay and
leave, form employee committees, Leadership style of the management, Recognition, Fun in work
teams, Competitive benefit pack

Tripathi et al (2011) attempted to analyze the problems faced by the professional institutions i.e.
private and government institutions and the factors to overcome the difficulties faced by them.
Analysis with respect to private and government institutions for Level of job satisfaction, tenure
of working, working environment, working hours, job switches and its reasons, faculty loyalty and
tenure of service and retention tools were suggested in this study. Pay Dissatisfaction, lack of
career growth opportunities, uncomfortable work environment, unsecured job, Loyalty are the
factors which determine an attitude in faculties concerning their institutions. The study cited
reasons for faculties leaving in existing employment and what made them to stay in the current
employment.

Ananthan B.R and Sudheendra Rao L.N (2011) investigated the dynamics of retention towards
practices and strategies in Multinational companies and Indian firms. It was revealed in the study
that there was no differences observed in MNCs and Indian firms over retention strategies. The
study resulted that perception towards retention strategies was significantly high
in employees‟ side than the management side. Further, employees scored higher than the
management with respect to strategies such as organizational strategies, employee benefit
strategies, rewards and recognitions strategies and ideas and suggestions strategies. It was
suggested in the study that integration of human resource practices to match with the
organizational as well as individual needs would be an effective strategy to improve job motivation
and retention.

Legge and Wolfe (2003) give top ten strategies critical to successful retention: 1. be data driven,
2. Develop a profile of your ideal candidate, 3. Develop a compelling value proposition, 4. increase
your pool of candidates, 5. Improve your selection process, 6. Invest in employee orientation, 7.
Focus on people development, 8. Develop your managers, 9. Run a high- performing organization,
10. Provide employee recognition.

Chachare , Kartz and Williams (1998) have argued that rather than approach the issue from
traditional perspective of turnover, it is more valuable to look at the issue from the positive
perspective of employee retention. They suggest that by viewing employees as a capital
investment; rather than an expenditure, organizations can take a more positive and strategic role
in retaining the employees.

Morrow et al (2005) assesses the tole of leader-member exchange in affecting voluntary turnover
in a high turnover work context. It follows consideration of traditional predictors of employee
turnover.

Chitra and Latha (2011) conducted research on employee retention in IT sector. The main aim
of the research is to identify why employees are migrating one from companies to another i.e.,
reasons for migration and to analyse the retention benefits. Discriminate analysis tools were used
and resulted that the sector has to focus on compensation, job satisfaction and job security as these
were some of the important tools used for retention of employees in organizations.

Horwitz et al (2003) said that the powerful creative employee retention strategies designed by
Human Resource managers of talented organizations are still related to the compensation package.
Second, career development opportunities are considered one of the most significant factors
influencing employee retention. It is recommended that a company that wants to encourage its
relationship with its employees must invest in developing these employees.
Doug Lawrence (2017) Employee turnover is the greatest challenge globally, and from 2013 to
2018 is anticipated to be 23 per cent. Mentoring is a technique that can be incorporated along with
the leadership style. The focus of mentoring can improve the personal and professional
relationships of employees. Mentoring acts as guidance for attracting and retaining high-potential
employees. Mentoring is also an effective tool for constructing organizational culture.

Keith McIlvane (2011) Corporate culture is an essential part of any organization. The culture is
an intangible system that builds employee bonding, trust and environment. The work culture
includes communication, a challenging job, a proactive approach, team spirit, leadership, peer
relation, cooperation and coordination. A favourable work culture encourages the workforce to
retain themselves in an organization.

Muhammad Irshad (2009) The article described the relationship between human resource
practices and employee retention. The researchers identified elements of HR practices that
influence employee retention. After analysis, some recommendations they suggested to
management to manage employees towards the successful attainment of organizational goals are
1. Improvements in organizational culture, 2. Exit interview system, 3.Turn over based HR
Policies, 4.Fair Appraisal System, 5.Employee talent Recognition, 6.salary hikes and promotions,
7.Employee Retraining, 8.Employee Counselling 9.Career Development Opportunities. etc

Bliss and Sutherland (2007) contend that organizations lose productivity and social capital and
suffer customer defection when a productive employee quits. Knowledge, skills and contacts that
a departing employee takes out of the organization constitute a considerable loss. These attributes
are, in most cases, lost to a competitor organization that may use this to gain a competitive
advantage.

Harris Jim (2007) observes that in the war for talent, employee retention is getting harder day
after day. He describes ten trends that impact the turnover of tc employees and describes the
strategies to be followed to counter them including Global Competition, Entrepreneurial Boom,
Free Agent World, Options-Options-Options, Mass Customization, Worker Backlash, and
Workplace.
 CHAPTER – 3
RESEARCH METHODOLOGY
 3.1 RESEARCH METHODOLOGY

METHODOLOGY OF THE STUDY:

Research methodology refers to the systematic process researchers follow

to conduct a study or investigation. It involves selecting appropriate methods, techniques and tools
to collect and analyze data in order to answer research questions or test hypothesis effectively.
Common components of research methodology include literature review, research design, data
collection, data analysis and interpretation of results. The choice of methodology depends on the
nature of the research question, the available resources and the desired outcomes of the study.

RESEARCH DESIGN:

Research design refers to the plan or blueprint that guides the process of collecting,
analyzing and interpreting data in a research study. It outlines the overall strategy for addressing
research questions or hypothesis, and it includes decisions about the research methods, sampling
procedures, data collection techniques and data analysis approaches to be used. The research
design applied for this study is Descriptive Research.

TYPES OF RESEARCH:

There are various established methods used in research to investigate a problem or

research in question. It plays a vital role for the researchers to prove the hypothesis based on clearly
defined parameters, environments and assumptions. Understanding and having a deep knowledge
about the types of research can help the researchers to better plan the project by utilizing the most
appropriate methodologies and techniques.The types of research that are classified according to
their objective, depth of study, analysed data, time required to study the phenomenon and other
factors. It’s important to note that a research project will not be limited to one type of research, but
will likely use several.

There Are Various Types OF Research Design Such As Exploratory research studies,Descriptive
research studies, Diagnosis research studies, Hypothesis testing research studies , quantitative
research And qualitative research.
DESCRIPTIVE RESEARCH:

In this study Descriptive research study is Used. Descriptive research studies are those studies
which are concerned with describing the characteristics of particular individual or of a group.
Descriptive Research is a research method describing the characteristics of the population or
phenomenon studied. This descriptive methodology focuses more on the "what" of the research
subject than the "why" of the research subject.

SAMPLING TECHNIQUE:

Sampling: Sampling is the process of studying the population by gathering information and
analyzing that data. It is the basis of the data where the sample space is enormous.

Non-Probability Sampling: It is defined as a sampling technique in which the researcher selects

samples based on subjective judgement of the researcher rather than random selection.

Convenience Sampling: It is a technique where samples are selected from the population only
because they are conveniently available to the user.

Random sampling technique: The sampling technique used here is random sampling.It involves
selecting a subset of individuals or items from a larger population in such a way that each member
of the population has an equal chance of being chosen.

SAMPLE SIZE :

All considerations in any field of inquiry constitute a universe or population. It refers

to the number of items to be selected from the universe. 50 samples are selected for the purpose
of study.

SOURCES OF DATA:

The sources of data are physical or digital places where information is stored in
a data table, data object, or some other storage format.

Data can be gathered from two places: Internal & External sources
PRIMARY DATA: The primary data for this study was collected through questionnaire

SECONDARY DATA: The Secondary data are those which have already been collected by
someone else and which have already been passed the statistical process. Secondary data is also
collected from.

➢ Internet
➢ Magazines
➢ Journals
➢ Company brochures.
 CHAPTER – 4
DATA ANALYSIS

AND

INTERPRETATION
 4.1 PREFERENCE ANALYSIS

TABLE 4.1.1. SHOWING THE AGE OF RESPONDANCE :

Age Frequency Calculation Percentage

18-25 08 8*100/40 20%

26-35 20 20*100/40 50%

35 and Above 12 12*100/40 30%

CHART 4.1.1. SHOWING THE AGE OF RESPONDANCE :

AGE

20%
30%

18-25
25-35
35 and Above

50%

Interpretation :
From the above table shows that is 18-25 is responded in 20%,25-35 is responded in
50%,35 and above is responded in 10% for the responded in age.
 TABLE 4.1.2. SHOWING GENDER OF RESPONDENTS :

Gender Frequency Calculation Percentage

Male 34 34*100/40 85%

Feamle 06 06*100/40 15%

CHART 4.1.2. SHOWING GENDER OF RESPONDENTS :

GENDER

15%

Male
Female

85%

Interpretation :

From the above table that gender of the responded in male responded for 80% and female
responded in 20%.
 TABLE 4.1.3. THE PRIMARY REASON EMPLOYEE LEAVE THEIR JOB :

Particulars Reaponse Percentage

Lack of Challenge 07 17.5%

Poor management 12 30%

Limited career growth 11 27.5%

Unsatisfactory compensation 10 25%

Total 40 100%

CHART 4.1.3. THE PRIMARY REASON EMPLOYEE LEAVE THEIR JOB :

17.50%
25%

1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
30%
27.50%

Interpretation:
From the above is table that lack of challenge 17.5%,Poor management 30%, Limited
career growth 27.50% and unsatisfactory compensation 25% of responded.
 TABLE 4.1.4. RECOGNIZE AND REWARD EMPLOYEES :

Particulars Response Percentage

Daily 0 0%

Weekly 10 25%

Monthly 24 60%

Rarely 06 15%

Total 40 100%

CHART 4.1.4. RECOGNIZE AND REWARD EMPLOYEES:

0%

15%
25%
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

60%

Interpretatin :
From the above is table that daily 0%,Weekly 25%,Monthly 60%,Rarely 15% of
responded.
 TABLE 4.1.5. OFFERS TO SUPPORT WORK-LIFE BALANCE :

Particulars Reaponse Percentage

Flexible working hours 10 25%

Telecommuting options 05 12.5%

Employee wellness programs 20 50%

All of the above 05 12.5%

Total 40 100%

CHART 4.1.5.OFFERS TO SUPPORT WORK LIFE BALANCE :

12.50%
25%

1st Qtr
2nd Qtr
3rd Qtr
12.50%
4th Qtr

50%

Interpretation:
From the above is table that flexible working hours 25%,Telecommuting options
12.5%,Employee wellness programs,All of the above 5% of responded.
 TABLE 4.1.6. COMPANY CULTURE :

Particulars Response Percentage

Collaborative and Supportive 15 37.5%

Competitive and Fast-paced 13 32.5%

Hierarchical and Traditional 10 25%

Uncertain and constantly 02 5%

changing

Total 40 100%

CHART 4.1.6 COMPANY CULTURE:

5%

25%
37.20% 1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

32.50%

Interpretatin :
From the above is table that Collaborative and supportive 37.5%,Competitive and fast
paced 32.5%,Hierarchical and traditional 25%,Uncertain and constantaly changing 5% of responded.
TABLE 4.1.7 OPPORTUNITIES PROVIDED FOR DEVELOPMENT AND GROWTH :

Particulars Response Percentage

Training and mentorship 20 50%

programs

Conference and workshop 12 30%

attendance

Education assistance and tution 03 7.5%

reimbursement

All of the above 05 12.5%

Total 40 100%

CHART 4.1.7. OPPORTUNITIES PROVIDED FOR DEVELOPMENT AND GROWTH :

12.50%
20%

1st Qtr

7.50% 2nd Qtr

3rd Qtr
4th Qtr

30%

Interpretation :
From the above is table that training and mentorship programs 50%,conference and
workshop attendance 30%,Education assistance and tution and reimbursement 7.5%,All of the above
12.5% of responded.
TABLE 4.1.8. SOLICIT FEEDBACK FROM EMPLOYEES:

Particulars Response Percentage

Regular survey and focus 15 37.5%

groups

One on one meeting with 10 25%

managers

Anonymous suggestion boxes 05 12.5%

All of the above 10 25%

Total 40 100%

CHART 4.1.9 SOLICIT FEEDBACK FROM EMPLOYEES :

25%

37.50% 1st Qtr

2nd Qtr
3rd Qtr
12.50% 4th Qtr

25%

Interpretation :
From the above is table that regular survey and focus groups 37.5%,one on one meeting
with managers 25%,anonymous suggestion boxes 12.5%,all of the above 25% of responded.

TABLE 4.1.10. POLICY ON INTERNAL PROMOTION :

Particulars Response Percentage

Prioritize internal candidates 10 25%

Consider internal candidates 50%

equally with external candidates 20

Rarely promote from within 04 10%

Do not have a policy 06 15%

Total 40 100%

CHART 4.1.10. POICY OF INTERNAL PROMOTION :

15%
25%

10% 1st Qtr

2nd Qtr
3rd Qtr
4th Qtr

50%

Interpretation :
From the above is table that prioritize internal candidates 25%,Consider internel
candidates equally with external candidates 50%,Rarely promote from within 10%,Do not have policy of
responded.

TABLE 4.1.11. EMPLOYEE WELL-BEING

Particulars Response Percentage

Employee assistance programs 18 45%

Mental health resource 10 25%

Physical health initiatives 02 5%

All of the above 10 25%

Total 40 100%

CHART 4.1.11. EMPLOYEE WELL-BEING

45%

1st Qtr
2nd Qtr
3rd Qtr
25% 4th Qtr
1.2

5%

Interpretation :
From the above is table that employee assistance programs 45%,Mental health resource
25%, Physical health initiatives 5%,All of the above 25% of responded.

TABLE 4.1.12 APPROACH TO DIVERSITY,EQUITY AND INCLUTION :

Particulars Response Percentage

Proactive and intentional 10 25%

Reactive and responsive 10 25%

Limited and informal 15 37.5%

Non existent 05 12.5%

Total 40 100%

CHART 4.1.12. APPROACH TO DIVERSITY,EQUITY AND INCLUTION :

12.50%
25%

1st Qtr
2nd Qtr
3rd Qtr

37.50% 4th Qtr

25%

Interpretation :
From the above is table that proactive and intentional 25%, reactive and responsive
25%,limited and informal 37.5%, non existent 12.5% of responded.

TABLE 4.1.13.MILESTONE AND ACHIEVEMENTS :

Particulars Response Percentage

Public recognition and rewards

08 20%

Private acknowledgement and

bonuses 12 30%

Team celebrations and outings 15 37.5%

All of the above 05 12.5%

Total 40 100%

CHART 4.1.13.MILESTONE AND ACHIEVEMENTS:

20%

30%
1st Qtr
2nd Qtr
3rd Qtr
1.2 4th Qtr
37.50%

Interpretation:
From the above is table that pubic recognition and rewards 20%,Private acknowledgement
and bonuses 30%,Team celebrations and outings 37.5%,All of the above 12.5% of responded.
 TABLE 4.1.14. POLICY ON FLEXIBLE WORK ARRANGEMENTS:

Particulars Response Percentage

Flexible hours and remote work 05 12.5%

options

Limited flexibility and core 10 25%

hours

No flexibility and traditional

hours 15 37.5%

Do not have policy 10 25%

Total 40 100%

CHART 4.1.14.POLICY ON FLEXIBLE WORK ARRANGEMENTS:

12.5%
25%

1st Qtr
2nd Qtr
25%
3rd Qtr
4th Qtr

37.5%

Interpretation :
From the above is table that flexible hurs and remote work options 12.5%,Limited
flexibility and core hours 25%,No flexibility and traditional hours 37.5%,Do not have policy 25% of
responded.
 TABLE 4.1.15.SUPPORTING EMPLOYEE’S CAREER GOALS:

Particulars Response Percentage

Regular career development 15 37.5%

discussions

Personalized career 10 25%

develpoement plans

Mentorship programs 10 25%

All of the above 05 12.5%

Total 40 100%

CHART 4.1.15. SUPPORTING EMPLOYEE’S CAREER GOALS :

37.5%

1st Qtr
2nd Qtr
25%
3rd Qtr
12.5%
4th Qtr
25%

Interpretation :
From the above is table that regular career development discussions 37.5%,Personalized
career development plans 25%,Mentorship programs 25%,All of the above 12.5% of responded.
 TABLE 4.1.16.APPROACH TO EMPLOYEE FEEDBACK AND CONCERNS:

Particulars Response Percentage

Open door policy and regular 08 20%

check ins

Ananymous feedback 05 12.5%

mechanisms

Quarterly town hall meetings 12 30%

All of the above 15 37.5%

Total 40 100%

CHART 4.1.16.APPROACH TO EMPLOYEE FEEDBACK AND CONCERNS:

Sales

20%

12.5%
1st Qtr
2nd Qtr
30% 3rd Qtr
37.5% 4th Qtr

Interpretation :
From the above is table thatopen door policy and regular check ins 20%,Ananymous
feedback mechanisms 12.5%,Quarterly town hall meetings 30%,All of the above 37.5% of responded.
 TABLE 4.1.17.PRIORITIZING EMPLOYEE RECOGNTION AND REWARDS:

Particulars Response Percentage

Regularly recognize and reward 0 0%

employee

Occasionally recognize and 30 75%

reward employee

Rarely recognize and reward

employee 10 25%

Do not prioritize recognize and

reward employee 0 0%

Total 100% 100%

CHART 4.1.17.PRIORITIZING EMPLOYEE RECOGNITION AND REWARDS:

Sales
0% 0%

25%
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
75%

Interpretation:
From the above is table that Regularly recognize and reward employees 0%,Occasionally recognize and
reward employees 75%,Rarely recognize and reward employees25%,Do not recognizr and reward
employess 0% of responded.
 TABLE 4.1.18 POLICY ON EMPLOYEE AUTONOMY:

Particulars Response Percentage

Encourage independence and 11 27.5%

decision making

Provide guidance and oversight

20 50%

Limit autonomy and

micromanage 09 22.5%

Do not have a policy 0 0%

Total 40 100%

CHART 4.1.18.POLICY ON EMPLOYEE AUTONOMY :

0%

22.5%
27.5%
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr

50%

Interpretation :
From the above is table that Encourage independence and decision making 27.5%,Provide
guidance and oversight 50%,Limit autonomy and micromanage 50%,Limit autonomy and micromanage
22.5%,Do not have policy 0% of responded.
 TABLE 4.1.19 APPROACH TO LEADERSHIP DEVELOPMENT:

Particulars Response Precentage

Flexible work arrangements and

paid time off 18 45%

Employee wellness programs

and resources 12 30%

Family friendly benefits and 05 12.5%

policies

All of the above 05 12.5%

Total 40% 100%

CHART 4.1.19 APPROACH TOLEADERSHIP DEVELOPMENT:

12.5%

1st Qtr
12.5%
45%
2nd Qtr
3rd Qtr
4th Qtr

30%

Interpretation :
From the above is table that flexible work arrangements and paid time off 45%,Employee
wellness programs and resources 45%,Employee wellness programs and resources 30%,Family friendly
benefit policy 12.5%,All of the above 12.5% of responded.
 TABLE 4.1.20.POSITIVE WORK ENVIRONMENT:

Particulars Response Percentage

Team building activities and 10 25%

social events

Recognition and reward 10 25%

programs

Open communication and 15 37.5%

transperancy

All of the above 05 12.5%

Total 40 100%

CHART 4.1.20. POSITIVE WORK ENVIRONMENT:

12.5%
25%
1st Qtr
2nd Qtr
3rd Qtr
37.5% 4th Qtr
25%

Interpretation :
From the above is table that team building activities and social events 25%,Recognition
and reward programs 25%,Open communication and transperancy 37.5%,All of the above 12.5% of
responded.
 TABLE 4.1.21.EMPLOYEE GROWTH AND ADVANCEMENT:

Particularss Response Precentage

Prioritize internal promotions 15 37.5%

and growth

Provide training and 10 25%

development activities

Encourage external education 10 25%

and certifications

All of the above 05 12.5%

Total 40 100%

CHART 4.1.21.EMPLOYEE GROWTH AND ADVANCEMEMT:

Sales

12.5%

37.5% 1st Qtr

2nd Qtr
25%
3rd Qtr
4th Qtr

25%

Interpretation:
From the above is table that prioritize internal promotions and growth 37.5%,Provide
training and development activities 25%,Encourage external education and certifications 25%,All of the
above 12.5% of responded.
 TABLE 4.1.22.EFFECTIVENESS OF RETENTION STRATEGIES :

Particulars Response Percentage

Regular employee feedback and

surveys 15 37.5%

Turnover rates and retention 20 50%

metrics

Employee net promoter score 03 7.5%

All of the above 02 5%

Total 40 100%

CHART 4.1.22.EFFECTIVENESS OF RETENTION STRATEGIES:

Sales

5%
7.5%

1st Qtr
37.5%
2nd Qtr
3rd Qtr
4th Qtr
50%

Iterpretation:
From the above is table that Regular employee feedback and surveys 37.5%,Tuenover rates
and retention metrics 50%,Employee net promoter score 7.5%,All of the above 5% of responded.
 CHAPTER 5

FINDINGS , SUGGESTIONS
AND
CONCLUTION :
 5.1 FINDINGS

➢ 50% percentage of respondents are in 26-35 age group.

➢ 85% of respondents are male workers.
➢ Respondents of 30% are assured that poor management leads to employee turnover.
➢ Majority of 60% of the respondents answered their company recognize and reward employees in
an monthly basis.
➢ Majority of 50% of the respondents answered employee wellness programs.
➢ Majority of 37.5% of the respondents answered collaborative and supportive.
➢ Majority of 50% of respondents answered training and mentorship programs.
➢ Majority of 37.5% of respondents answered regular surveys and focus groups.
➢ Majority of 50% of respondents answered consider internal candidates with external candidates.
➢ Majority of 45% of respondents answered employee assistance programs.
➢ Majority of 37.5% of respondents answered limited and informal.
➢ Majority of 37.5% of respondents answered team celebrations and outings.
➢ Majority of 38% of respondents answered no flexibility and traditional hours.
➢ Majority of 37.5% of respondents answered regular career development discussions.
➢ Majority of 40% of respondents answered all of the above.
➢ Majority of 75% of respondents answered occasionally recognize and reward employees.
➢ Majority of 50% of respondents answered provide guidance and oversight.
➢ Majority of 45% of respondents answered flexible work arrangements and paid time-off.
➢ Majority of 37.5% of respondents answered open communication and transparency.
➢ Majority of 38% of respondents answered prioritize internal promotion and growth.
➢ Majority of 37.5 of respondents answered regular employee feedback and surveys.
 5.2 SUGGESTIONS

Employee retention is crucial for maintaining organizational stability and fostering a positive work
environment. Here are several strategies to enhance employee retention:

➢ Effective Onboarding and Orientation: Implement comprehensive onboarding programs to help

new employees integrate smoothly, understand their roles, and align with company culture.

➢ Offer Competitive Compensation and Benefits: Provide attractive salary packages and benefits,
including health insurance, retirement plans, and performance-based incentives, to meet
employees' financial and personal needs.

➢ Provide Career Development Opportunities: Invest in training and development programs to

help employees enhance their skills and advance their careers within the organization.

➢ Foster a Positive Work Culture: Cultivate an inclusive and supportive work environment where
employees feel valued, respected, and motivated to contribute their best.

➢ Recognize and Reward Contributions: Implement recognition programs to acknowledge

employees' hard work and achievements, boosting morale and job satisfaction.

➢ Promote Work-Life Balance: Offer flexible work arrangements, such as remote work options
and flexible hours, to help employees balance their professional and personal lives.

➢ Provide Mental Health Support: Offer mental health resources and support programs to assist
employees in managing stress and maintaining overall well-being.

➢ Encourage Open Communication: Maintain transparent communication channels where

employees can voice concerns, provide feedback, and feel heard by management.
 ➢ Offer Sabbaticals and Extended Leave Options: Provide sabbatical leave to allow employees
time for personal growth, education, or rest, enhancing long-term commitment.

➢ Develop Effective Leadership: Train managers to lead effectively, support their teams, and create
an environment that encourages employee engagement and retention.

- Implementing these strategies can lead to higher employee satisfaction, reduced turnover, and
a more engaged workforce.
 5.3 CONCLUTION

Employee retention is a major concern for many employers; management teams of successful organization
have to realize the importance of retention its most productive workforce. High turnover leads to loss of
valuable workers whose replacement is costly. It is important to note that a high employee turnover is
normally unhealthy to an organization’s performance as well as the productivity of other presumably loyal
employees. Moreover, turnover affects productivity of remaining employees since they may be compelled
to perform duties of more than one person or allocated duties that do not match with their
training.Employee exit from an organization may be a subject of variant factors; however, although some
are avoidable, other factors may be too strong for the employer to control. It is fundamental for employers
to identify these factors and establish strategies of preventing their occurrence. Primarily, turnover is
attributed to lack of job satisfaction or economic conditions. Lack of job satisfaction is mainly caused by
unmet expectations, the nature of job, corporate culture in the organization and personal demographics.
On the other hand, market conditions influence turnover through availability of better job opportunities
with improved compensation.In order to limit harm of high turnover, employers need to utilize some
strategies so as to improve job satisfaction and hence retention. Primarily, an employer should review his
compensation packages, the workplace relationships, career and development prospects, and support in
the workplace to facilitate retention of high-performers.
The employers should offer competitive compensation packages depending on skills and experience of
their employees and duration worked. Moreover, the employers can allow high-performers to formulate
their work schedule or flexible working hours. Besides, the employers should compensate the employees
for any extra hours. Further, employees want more independence and autonomy whenever handling their
duties. Moreover, employers can retain employees through providing career development opportunities
and training.The workplace culture influences the productivity of employees and also the rate of turnover.
Management needs to instil a supportive culture in the workplace as it leads to higher job satisfaction,
therefore lower turnover.
APPENDIX
 APPENDIX :

1. Age ?

a) 18-25

b) 26-35

c) 36-45

d) 46 and above

2.Your Gender?

a) Male

b) Female

c) others

3.What is the primary reason employees leave their jobs?

a) Lack of challenge

b) Poor management

c) Limited career growth

d) Unsatisfactory compensation

4.How often do you recognize and reward employees for their achievements?

a) Weekly

b) Monthly

c) Annually

d) Rarely
5. What benefits do you offer to support work-life balance?

a) Flexible working hours

b) Telecommuting options

c) Employee wellness programs

d) All of the above

6. How would you describe your company culture?

a) Collaborative and supportive

b) Competitive and fast-paced

c) Hierarchical and traditional

d) Uncertain and constantly changing

7. What opportunities do you provide for professional development and growth?

a) Training and mentorship programs

b) Conference and workshop attendance

c) Education assistance and tuition reimbursement

d) All of the above

8. How do you solicit feedback from employees?

a) Regular surveys and focus groups

b) One-on-one meetings with managers

c) Anonymous suggestion boxes

d) All of the above

9. What is your policy on internal promotions?

a) Prioritize internal candidates

b) Consider internal candidatesequally with external candidates

c) Rarely promote from within

d) Do not have a policy

10. How do you support employee well-being?

a) Employee assistance programs (EAPs)

b) Mental health resources

c) Physical health initiatives

d) All of the above

11. What is your approach to diversity, equity, and inclusion?

a) Proactive and intentional

b) Reactive and responsive

c) Limited and informal

d) Non-existent

12. How do you celebrate milestones and achievements?

a) Public recognition and rewards

b) Private acknowledgement and bonuses

c) Team celebrations and outings

d) All of the above

13. What is your policy on flexible work arrangements?

a) Flexible hours and remote work options

b) Limited flexibility and core hours

c) No flexibility and traditional hours

d) Do not have a policy

14. How do you support employee' career goals?

a) Regular career development discussions

b) Personalized career development plans

c) Mentorship programs

d) All of the above

15. What is your approach to employee feedback and concerns?

a) Open-door policy and regular check-ins

b) Anonymous feedback mechanisms

c) Quarterly town hall meetings

d) All of the above

16. How do you prioritize employee recognition and rewards?

a) Regularly recognize and reward employees

b) Occasionally recognize and reward employees

c) Rarely recognize and reward employees

d) Do not prioritize recognition and rewards

17. What is your policy on employee autonomy?

a) Encourage independence and decision-making

b) Provide guidance and oversight

c) Limit autonomy and micromanage

d) Do not have a policy

18. How do you support employees' work-life balance?

a) Flexible work arrangements and paid time off

b) Employee wellness programs and resources

c) Family-friendly benefits and policies

d) All of the above

19. What is your approach to leadership development?

a) Invest in leadership training and development

b) Provide opportunities for leadership experience

c) Mentorship programs for emerging leaders

d) All of the above

20. What is your policy on employee growth and advancement?

a) Prioritize internal promotions and growth

b) Provide training and development opportunities

c) Encourage external education and certifications

d) All of the above

21. How do you measure the effectiveness of your retention strategies?

a) Regular employee feedback and surveys

b) Turnover rates and retention metrics

c) Employee net promoter score

d) All of the above

22. How do you foster a positive work environment?

a) Team-building activities and social events

b) Recognition and reward programs

c) Open communication and transparency

d) All of the above

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