A

Project Report
ON
“A STUDY OF EMPLOYEE RETENTION STRATEGIES”
with special reference to
“BRANDESSENCE MARKET RESEARCH & CONSULTING PRIVATE
LIMITED”
Submitted to,

“SHIVAJI UNIVERSITY, KOLHAPUR”

In Partial Fulfilment of the requirement for the award of Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by,

Mr. Onkar Sudhakar Gosavi

Under the Guidance of
DR. A. M. GURAV
THROUGH

THE DIRECTOR
MBA UNIT
Department of Commerce and Management
Shivaji University, Kolhapur
2022-2023
 DIRECTORE'S RECOMMENDATION

To,
The Registrar,
Shivaji University,
Kolhapur.
Subject -MBA Project Report.
Respected Sir.
I am recommending the project report entitled " Employee Retention Strategies” with
reference to “t Brandessence® Market Research & Consulting Private Limited ", prepared
by Mr. Onkar Sudhakar Gosavi under the guidance of Dr. A. M. Gurav for the partial
fulfilment of the University requirement for the award of Master of Business Administration
(MBA), degree of Shivaji University, Kolhapur.

Thank You

Date:
Place: -Kolhapur

Yours Faithfully
Prof. (Dr.) A. M. Gurav
Director (MBA Unit)
Dept. of Commerce and Management.
 GUIDES CERTIFICATE

This is to certify that the project entitled " Employee Retention Strategies” with reference to
“Brandessence® Market Research & Consulting Private Limited " submitted by Mr. Onkar
Sudhakar Gosavi in the partial fulfillment of his work for the award of Master of Business
Administration (MBA) degree in Shivaji University, Kolhapur has been completed under my
supervision and guidance.
To the best of my knowledge and belief, the matter presented by his is original in nature and has
not been copied down from any sources, also this project has not been submitted earlier for the
award of any degree or diploma of Shivaji University.

Date: -
Place: Kolhapur

Project Guide
Prof. (Dr.) A. M. Gurav
 SHIVAJI UNIVERSITY, KOLHAPUR

ACKNOWLEDGEMENT

It gives me immense pleasure in acknowledgement the invaluable assistance extended to me

various personalities in the successful completion of this project report.
I am thankful to director, Prof. (Dr.) A. M. Gurav, for his philanthropic and over-riding efforts
for developing my career.
I am also gratitude to Dr Prof. (Dr.) A. M. Gurav for being my project guide and her valuable
guidance and support in completion of my project work.
I express my sincere gratitude to management of company for allowing me to do the project in
their organization. I am thankful to them for their permission and instruction to the concerned
staff for extending necessary co- operation and help to me, during data collection and
understanding systems of the organization without which this project work have been possible.
Also, I extend my thanks MR. Aniket Patil Founder & MD, Brandessence Market Research
& Consulting Private Limited. For his valuable tips through discussion and constructive
criticism, and always being a source of inspiration for putting my best efforts to ensure the
success in this project.
I take this opportunity to thank my parents whose guidance and support has been a motivation
for me during my entire academic career and this project is the result for it. Last but not least, I
thank my friends who directly or indirectly help me in completion of this project work.

Mr. Onkar Sudhakar Gosavi

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT Page | 4

 SHIVAJI UNIVERSITY, KOLHAPUR

Declaration

The summer internship project entitled, “Employee Retention Strategies” with reference to
“Brandessence Market Research & Consulting Private Limited” submitted to the MBA unit
Shivaji University Kolhapur is a record of original work done during the period 10-Augest-2022
to 10-October-2022, at the organization Margin Sentiment Advisory’s Pvt. Ltd under the guidance
of Prof. (Dr.) A. M. Gurav
The project work is submitted in partial fulfillment of the summer internship project for the MBA
program 2022-2023. Work done under this project is free of plagiarism.

Mr. Onkar Sudhakar Gosavi

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT Page | 5

 SHIVAJI UNIVERSITY, KOLHAPUR

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT Page | 6

 SHIVAJI UNIVERSITY, KOLHAPUR

Index

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT Page | 8

 SHIVAJI UNIVERSITY, KOLHAPUR

CHAPTER I
Introduction And Research Methodology

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 1
 SHIVAJI UNIVERSITY, KOLHAPUR

Introduction

In an organization the Employees Attraction and Retention is done and it is also an

encouragement to the employees which makes them to stay in company for long time. This

type of strategies which is used in the organizations is benefitted by both the Employee as well

as the Organization. Attracting and retaining the most highly talented Employees by employer

is keenly observed by the existing staff in the company and it creates a strong positive statement

in their mind. The customer may also be happy for the employee retention in a company and

automatically the product sales grow rapidly. The fellow colleagues and the staff are also

satisfied by retention of the employee. We can also say that losing an employee is a highly cost

factor to the organization because of highly talented employee is lost and in search of new

employee is related to time factor as well as cost factor. All the organizations are facing

problems in employee attraction and retention now-a-days. In an organization it is very

essential to hire the most highly talented people but it is also very important to retain them.

The knowledgeable employee has no scarcity of opportunities. In the market, high number

of companies are searching for those types of employees. The employee can shift to another

suitable job when they are not likely to do the current job. The companies which are in top

level i.e., leading in the market, they hold their position over there for long time because they

know how to make their employees stick to their organization. Therefore, from few years ago

in the scenario of Indian market, the retention of talented employees is not so important. The

metro cities in India have no scarcity of opportunities for the talented employees. In a present

scenario the opportunities graph is very high in the market and the employees can switch from

one company to another company for their dissatisfaction levels in the current job and in the

current company. Those dissatisfaction reasons have to be keenly observed and understood by

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 2
 SHIVAJI UNIVERSITY, KOLHAPUR

the heads in the organization and specific measures have to be taken by them in order to not to

lose the talented employees. The Attraction and Retention of Employees has been a latest era

of a highly 4 competitive business environments. The treatment of the employees in an

organization is highly responsible of human resources only.

The attraction and maintenance of employees is a critical issue in all organizations.

Employees are encouraged in company weather to leave or stay by external and internal

factors. In this context, there are a lot of human resources. It takes time for managers to identify

employee needs and then identify maintenance strategies, because of different priorities people

have, Strategy may not be suitable for everyone. For the companies long run importance,

maintenance of employees and attraction has to be done. When a company lost its talents,

negatively affects rearrangements, satisfaction of the customer, profitability of organization.

Instead of replacing other staff costs with the organization, it helps. It takes time for managers

to identify employee needs and then identify maintenance strategies.

Employees are the properties of any business or, more than likely affiliation. Employees

maintenance is valuable for the business as well as the Employees. Employees today are

unique. Whenever they get disappointed, they move to different associations. Organization is

endeavoring to hold their ability by carrying out powerful conservation methodologies.

Uncommon individual from staff Turnover would in this way have an effect of efficiency and

manageability of the group.HR directors should foster the helpful procedures toward hold

individuals of assorted foundation. Worker maintenance is gainful for the business as well as

the representative. Workers today are unique. They are not the ones who don't have great open

doors close by. When they feel disappointed with the ongoing manager or the work, they switch

over to the following position. It is the obligation of the business to hold their most phenomenal

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 3
 SHIVAJI UNIVERSITY, KOLHAPUR

representatives. The current review attempts to examination the various introduced written

works and exploration exertion continuing representative upkeep.

The motivation to work is necessary, because if people do not feel enthusiastic about doing

things in their own way, the effort to do the job is not well done. However, the individual's

performance inside company may be on various factors, in addition to the motivation.

Companies are now aware of the significance of maintaining their qualitative power and

maintaining their standard builders, helping productivity organizations and increasing

employee morale. Mid-level management plays an important job in organization's aspect. The

company’s lifestyle in the long run becomes company morality, and employees are unwilling

to leave it, and walk it as a stumbling block when appreciating and rewarding them in the form

of compensation for their expectations compared to the market trend. Description is given, in

order to increase employee retention, 4 factors we have to look in, we need to look at the facts

as to how they are maintained: payroll, identification, benefits, but do they really help the

company? The salary of these days is hard to reduce the turnover

1.1. Statement of problem

1. Statement of problem the essence of the study is to find out the Attracting and Retention

techniques that are used on the employees by BrandEssence® Market Research.

2. The principal objective of worker maintenance is to keep able Employees from leaving

the association. Attrition rate is totally uncontrollable, so with the help of different

techniques described in this research we will try to keep attrition at a sensible rate.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 4
 SHIVAJI UNIVERSITY, KOLHAPUR

1.2. Need for The Study

Employees are the heart and soul of the organization. Employee Retention represents the

methods employed by the management to help the workers stay with the company for so many

years. Worker retention techniques go a long way in encouraging the workers so that they

adhere to the company for the long stay and play their employee role successfully. Honest

initiatives must be taken to make sure learning and enjoy their work for the employees in their

current projects. Employee turnover is costly for an organization. Finding suitable

replacements for key employees is difficult. Low employee turnover leads to outstanding

performance of an organization. Hiring is not an easy process. When an individual resigns from

his present organization, it is more likely that he would join the competitors. it has been

observed that individuals sticking to an organization for a longer span are more loyal towards

the management and the organization.

In today's competitive business world, recruiting and retaining employees has become a major

concern. For each business organization, it's important that we use the recruitment and

maintenance strategies to effectively and efficiently manage employees' performance. It should

be noted that a high turnover indicates that a company loses a large percentage of employees

than the number of previously hired employees. It also shows that choosing a job is not

appropriate and not creating an environment that helps employees to stay in the organization

for a long time.

Techniques on the best way to limit worker steady loss, faced with issues of worker whittling

down, the board has a few arrangement choices viz. changing (or working on existing)

arrangements towards enlistment, choice, acceptance, preparing, position plan what's more,

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 5
 SHIVAJI UNIVERSITY, KOLHAPUR

wage instalment. Strategy decision, nonetheless, should be proper for the exact conclusion of

the issue. Worker wearing down inferable from unfortunate choice methodology, for instance,

is probably not going to further develop where the strategy adjustment to zero in solely on the

acceptance process. Similarly, worker weakening inferable from wage rates, which produce

income that are not serious with different firms in the nearby work market is probably not

going to diminish where the approach changes simply to upgrade the association's arrangement

of hands on preparing valuable open doors. Considering that there is expansion in and

circuitous expenses of work weakening, hence, the executives is often urged to recognize the

motivations behind why individuals leave association's so that proper move is initiated by the

administration. Broad exploration has shown that the accompanying classes of human

resources the executives factors give a center arrangement of measures that senior

administration can use to expand the adequacy of their speculation in individuals and work on

in general corporate execution of business.

HR is the crucial job of the association. Despite the fact that the best of the business is

currently a day, viewed still up in the air, yet HR are expected to run the ability. The most

crucial alongside powerful assets of all general public. In the focal point of all over

advancement in every single region of the economy, directed systems rely upon data from a

couple of key sources, including legitimate post work overviews, post business studies, remain

interviews, agent focus social events, insightful turnover considers and other abstract

examinations. This information can lead a relationship to choose even more unequivocally

where an issue exists and to develop significantly significant and associated methods to resolve

the issue. For example, assuming that female specialists are pulling out the society in huge

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 6
 SHIVAJI UNIVERSITY, KOLHAPUR

numbers, an association could review customary reasons that women give for passing on an

association and make systems to deal with this get-together of agents unequivocally.

1.3. Objectives of The Study

1. To identify the various factors determining retention of employee in organizations.

2. To study perception and expectations of employees towards employee retention.

3. To provide suggestions for retaining employees in organizations.

4. To explore the influence of the following determinants on employee retention.

a) Career opportunities, b) Superior support, c) Rewards and recognition.

1.4. Scope of the Study

A study on employee retention describes to attracting and retaining the employees who are

talented, innovative and dedicated to excellence with respect to the response from the

executives. it is not about managing retention. It is about managing people. If an organization

manages people well, employee retention will take care of itself. Organization should focus on

managing the work environment to make better use of the available human assets.

This study was conducted at BrandEssence® Market Research Pune. This research was carried

out on about 235 employees. This survey was conducted on different levels of staff in different

experiences and a closed descriptive questionnaire was used to collect data.

1.5 Research Methodology

1. Descriptive research design

This includes surveys and find out the truths of different questions. It simply describes

something like the demographics of the employees. It describes the status of the proposals as

it is and study has no effect on the employees.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 7
 SHIVAJI UNIVERSITY, KOLHAPUR

Strategies of Retention Employee: - Employee retention is defined as an organization's ability

to prevent employee turnover, or the number of people who leave their job in a certain period,

either voluntarily or involuntarily. Upkeep of productive powers is a critical concern of HR

specialists and business authorities. It is extra useful to hold prominence specialist than toward

join up, train and arrange a replacement illustrative of a comparative significance.

Fundamental Strategies The analysis of the empirical data and primary data helps the

researcher to find out various practices and strategies of the organization which we will be

useful for the organizations in retaining employees. An organization cannot implement all

strategies, but at least having some of them will surely benefit the organization in achieving a

reasonable level of retention in the organization.

1. New-hire orientation:

Employee induction and orientation is a process of introducing new joinee with company’s

policy, hierarchy and job responsibilities. From the number of studies, it has been found that a

strong relationship exists between orientation program and retention. A well-disciplined

orientation program affects greatly on employee job satisfaction level and shape employees’

attitude and perception towards the job and the organization.

2. Training and development opportunities:

In the present temporary business climate, where the existence pattern of innovation and items

become more limited and to refresh workers abilities and expertise become more fundamental

for the two associations and representatives. Organizations put away large chunk of change

and assets to update workers' abilities and skills. Associations offer various kinds of preparing

and advancement projects to cause them to feel that, they are picking up, creating, developing

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 8
 SHIVAJI UNIVERSITY, KOLHAPUR

and staying cutthroat in the gig market. The exact information shows that preparing rehearses

impact representative maintenance and a positive connection between them has been found in

numerous past examinations. Consequently, associations ought to give constant preparation

and abilities updating projects to acquire upper hand and simultaneously to fulfil and hold their

significant representatives.

3. Competitive salaries and Regular salary reviews:

Studies have confirmed that competitive salary is having a larger impact on employees’

retention. "Competitive salary” means a salary at or above what competitors pay for similar

jobs in the same market or geographical area. As stated by the companies to conduct a regular

salary review for all positions to ensure that employees are appropriately compensated. It has

been found that, the increasing cost of living, job hopping mind-set of employees and

increasing competition is increasing the importance of competitive salary and pressurizing

employers to review the compensation packages of employees often in order to retain them

with the organization.

4. Health care benefits/ Health Insurance scheme:

However, many companies are trying to provide Health Insurance Policies to their Employees

but still some of the organizations failed to achieve this. They add extra charges from the

Employees wallet for the medical facilities It has been observed that most of the employees

especially who are at the age of forty and above, consider the health care insurance is a very

important component of their compensation package and absence this benefit will certainly

make them upset.

5. Flexible work schedules:

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 9
 SHIVAJI UNIVERSITY, KOLHAPUR

Most of the employers are introduced flexible working packages as part of work-life balance

policy, to attract, recruit, and retain highly qualified staff to their organization. Choosing your

own work schedule makes employees to feels that employer cares about the wellbeing and

non-working life, which leads to increased satisfaction with the job and the organization,

resulting in higher work commitment and retention.

Some other factors are also mentioned below which helps to retain Employees effectively:

1. Competitive vacation/holiday benefits and paid personal time off

2. Defined contribution retirement.

3. Defined benefit plan

4. Childcare aid or subsidies

5. Tuition allowance

6. Retention bonuses

7. Transportation subsidies

8. 360-degree feedback/ multi-rater feedback

Sampling:

Process of subset selection from total population to obtain data for studying the entire population of

this subset is considered as a sample. The sample size for study is 235. In this method, the sample unit

is selected based on randomized sampling.

The sample included total 235 employs which included Managers and employees of organization

Data collection methods

1. Primary Data

2. Secondary Data

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 10
 SHIVAJI UNIVERSITY, KOLHAPUR

Limitations of the study:

1. Time is very short for research, so this is very difficult to get the knowledge about

everything.

2. Since the filling of questionnaire and interviews need special attention so may be the

employees are less interested in entertaining.

3. The information was collected through the questionnaire is subject to willingness of the

respondent to respond.

Conclusion.

The study concluded that employee retention is a complex phenomenon that involves a variety

of factors. The most important factors influencing retention are career opportunities, superior

support, rewards and recognition. It was also found that the organization must provide a

positive work environment and create meaningful job opportunities in order to retain

employees. The study suggests that organizations should strive to create an environment that

encourages employees to stay in the organization and contribute to its growth.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 11
 SHIVAJI UNIVERSITY, KOLHAPUR

CHAPTER II
Conceptual Framework

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 12
 SHIVAJI UNIVERSITY, KOLHAPUR

2.1Introduction

Globally, employee retention is of key concern to any institution. Most companies are ranked
according to the rate of employee turnover and without doubt strive to keep workers for long
to keep excellent performance in the world of competitive market. Employee retention is the
degree to which an institution is capable of retaining good performance (Khawaja et. al 2013).
Shelton (2001) further asserted that employee retention is an organization capacity to keep
high performing employees in the organization. Frequent in and out movement of employees
has great impact on organizational performance. Minimum employee turnover shows that a
firm retains their skilled and knowledgeable employees through provisional of good working
environment that result high employee performance (Arena et. al., 2015). Loosing employees
to competitor, will negatively influence both employee and organization performance. So,
keeping trained employees is essential for better output. Institutions that are in need of staying
above other competitors through performance require better performance management
strategies to reinforce retention of high performers.

firms have an obligation to offer suitable training to workers (Mullins, 2007). To improve firm
performance, executives should establish retention strategies like compensation, independence
and image. Likewise, elements like financial or non-financial incentives, rewards and
remuneration equity needs to be taken into consideration in creating internal drive among
employees to stay in the organization as long as possible. When it is performed in this manner,
then employee retention will significantly influence the relationship between training and
performance. Thus, simple way of holding excellent performer in the company is by improving
worker’s contentment (Griffin, 2008). It is in order for a company to keep qualified workers
than employing since retention shows that organization always develops its workers for better
performance.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 13
 SHIVAJI UNIVERSITY, KOLHAPUR

2.2 Theoretical background of the study

Theoretical background of the study

In order to accomplishment of the organizational goals, it is shown that the attraction and
retention of employees is an outstanding task to be done. This study has been conducted to
look over the alternate paths which contributes to Employees Attraction and Retention. The
employee/employer relationships are affected because of highly changes in global economics,
Technology change etc. if once we lost the talented employee, then it is very harmful or
damaging to the organization’s future, because of the dissatisfaction, the outstanding
employees may tend to leave the organization. When the trials of retention of employees is
done within the organization then they need to face other challenges like demand in higher
wages etc.

2.3 THEORIES UNDERPINNING THE STUDY

Numerous theories of training and development have been postulated by various authors.
However, this study adopted human capital theory, social learning theory and theory of human
resource management.

1. The Human Capital Theory

2. Social Learning Theory
3. Theory of Human Resource Management
4. Training, Employee retention and Performance

2.4 Literature Review:

Employee Retention Employee retention continues to pose one of the greatest challenges
facing organizations and managers today with the loss of valuable talent incurring heavy costs
to the organization in terms of institutional know-how as well as the time, money, and efforts
needed to recruit and train replacements. In a study of employee turnover in Saudi Arabian
organizations, claimed that in a technical firm, the cost of losing one employee can reach up
to $200,000 or 250% of that employee’s salary. In itself, finding suitably qualified
replacements is not easy and requires significant efforts as well as expense. In the current
climate of intense competition for talent among businesses worldwide, high turnover is an

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 14
 SHIVAJI UNIVERSITY, KOLHAPUR

ever-greater threat. As more and more organizations begin to offer higher rewards systems that
foster individual career development, others are having to seriously address their own retention
strategies.

For organizations to keep up with their competitors and guarantee the growth of their
businesses, such strategies must effectively ensure employee satisfaction, enhance employee
performance, and ultimately safeguard against high turnover. Employee retention strategies
are therefore those aiming to prevent the loss of an organization’s highly valuable employees.
They aim to motivate employees to remain with their employer organization for as long as
possible to the advantage of both. Acquiring and retaining capable employees is key for any
organization given that employee expertise and knowledge stand at the core of a firm’s
economic competitive advantage. A longer employee retention period is considered a
significant part of an organization’s competitive advantage; an organization’s performance and
productivity are therefore expected to increase when its employees remain with the firm for a
longer period.

The implementation of appropriate and adequate employee retention approaches will result in
employees staying and working toward achieving the organizational objectives. Various
studies have attempted to identify the determining factors behind employees’ intentions to
leave their job and move to another organization. The reasons that have emerged are multiple.
A combination of job pressure, lack of job satisfaction, and low commitment to the
organization is cited as leading to employees’ resignation. The employee retention capacity of
an organization totally relies on the organization’s capability to manage its human resources
well; it is well noted that unhappy employees will lean toward leaving their organization.

2.4 Review of Employee Retention

Employee retention refers to policies and practices companies use to prevent valuable
employees from leaving their job. It involves taking measures to encourage employees to
remain in the organization for the maximum period of time. Hiring knowledgeable people for
the job is essential for an employer. But retention is even more important than hiring. This is
true as many employers have underestimated costs associated with turnover of key staffs
(Ehrlich’s, 2000). Turnover costs can be incurred with issues such as reference checks, security

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 15
 SHIVAJI UNIVERSITY, KOLHAPUR

clearance, temporary worker costs, relocation costs, formal training costs and induction
expenses (Kotze and Roodt, 2005).

Other invincible costs and hidden costs such as missed deadlines, loss of organizational
knowledge, lower morale, and client’s negative perception of company image may also take
place. This is why retaining top talent has become a primary concern for many organizations
today. Managers have to exert a lot of effort in ensuring the employee’s turnover are always
low, as they are gaining increasing awareness of which, Meaghan et al. (2002), employees are
critical to organization since their values to the organization are not easily replicated. Many
critical analyses are conducted to minimize the possible occurrence of shortage of highly
skilled employees who possess specific knowledge to perform at high levels, as such event will
lead to unfavourable condition to many organizations who failed to retain these high
performers.

They would be left with an understaffed, less qualified workforce that will directly reduce
their competitiveness in that particular industry. (Rappaport, Bancroft, & Koum, 2003). Most
researchers (Blue Dorn, 1982; Khaliah and Beck, 2001) have attempted to answer the question
of what determines people's intention to quit, unfortunately to date, there has been little
consistency in findings. Therefore, there are several reasons why people quit their current job
and switch for other organization. The extend of the job stress, low commitment in the
organization; and job dissatisfaction usually result in resignation of employees, (Firth 2007).
Abundant studies have also certified the relation between satisfaction and behavioural
intentions such as employee’s retention and spread the word of mouth (Anderson and Sullivan,
1993). Numerous studies showed how high employees’ involvement is can relate to the
intention of leaving an organization (Arthur 1994). Lacking of opportunities to learn and self-
development in the workplace can be the key for employee dissatisfaction which leads to
turnover.

Other studies also indicated that employees will retain in their organization if he or she has a
good relationship with the people he or she is working around with (Clarke 2001).
Organizations are therefore suggested to provide team building opportunities, where
interaction and discussion can be carried out not only within but outside their working hours
(Johns et al 2001). This is why managers today must take care of their employee’s personal

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 16
 SHIVAJI UNIVERSITY, KOLHAPUR

feelings toward the job and satisfaction levels from their working conditions, superiors and
peers, as these are the keys to ensure employee retention. The success and survivability of
organizations is heavily dependent on customer evaluations (Jolliffe & Farnsworth, 2003, p.
312), whereby the organization must put effort in satisfying their employees since the
relationship between customer satisfaction and employee’s satisfaction are significant.

In summary, the literature defines retention as continuing relation between employees and
their organization and turnover as “any permanent departure beyond organizational
boundaries” (Cascio, 1995, p. 581). The benefits of retention are saving cost for further
recruitment, fewer training to be conduct for new candidates, improve productivity, increase
employee’s performance and thus increase profits and meet their organizational goals and
objectives. Below we will discuss the relationship between each of the human resource
management practices with employee’s retention and employee’s turnover, which are the
impacts from employee empowerment, employee training & development, performance
appraisal and employee compensation.

2.5 Conclusion

In conclusion, employee retention and turnover are two important aspects of Human Resource
Management. The benefits of employee retention are numerous, such as saving costs for
recruitment, fewer training costs, improved productivity and increased performance and
profits. Organizations should therefore focus on providing adequate training and development
opportunities, performance appraisals, and compensation to ensure that employees are satisfied
and loyal to their organization. Additionally, managers should create an environment that
encourages employee empowerment and provides team-building activities to foster good
relationships between employees and the organization. With the right strategies in place,
organizations can ensure high employee retention rates and improved employee performance.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 17
 SHIVAJI UNIVERSITY, KOLHAPUR

Chapter III

Company Profile: Brandessence® Market Research

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 18
 SHIVAJI UNIVERSITY, KOLHAPUR

3.1 Introduction

Every successful strategy is supported by high-quality research. And this is

what BrandEssence® Market Research lives on. We provide in-depth and pertinent industry
reports from around every domain and industries worldwide. Our analysts draw on economic,
demographic, and market information to support organizations in making the best business
decisions. BrandEssence® Market Research has been providing industry information since
2017.

At BrandEssence®, we help companies enhance their strategies by providing actionable

insights. We use scientific research to investigate consumer views, perceptions, and
expectations regarding an existing or proposed product or service launch. A variety of factors
influence the success of a product and service launch and it takes a scientific study of focus
groups to understand their opinions, perceptions, and expectations. The brilliant minds
at BrandEssence® have mastered the science of market research, across various industries and
domains, using cutting-edge research tools to do so.

Every single BrandEssence® report is a narrative in itself. Our crisp reports are to the point,
provide actionable insights, highlight statistical data, include expert inferences and hard facts,
and help businesses plan. As industries are changing rapidly in today's world, they are not the
same at all levels. Hence, we make sure to put together all the reports in the right light.
BrandEssence® market reports, including industry research, data mining tools, and
negotiation-level Q&As, can help you make more intelligent choices that benefit your
company and its customers.
Now is the world of Artificial Intelligence. Why stay behind the world then? Our analysts help
you see the future opportunities from the key hole of artificial intelligence with our very own
AI Market Report. The AI built by us aims to help millions of decision makers with the real-
time insights of the market.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 19
 SHIVAJI UNIVERSITY, KOLHAPUR

3.14 Industry Stats Report

Our database of syndicated and customized research reports is one-stop solution where our
clients can find up-to-date Industry Stats Report. We also provide Report's Library that
enlightens our clients with category knowledge, relevant and incisive category insights,
industry outlook and trends, market intelligence and pricing data, and much more.

3.15 OUR SERVICES

We provide a power source for each stage of your growth pipeline. We collaborate with you
to accomplish revolutionary growth from conception to realization via methodical research.

3.16 Syndicate Reports

Our syndicated research reports cover 45+ industry sectors offering you product/services and
country-wise breakup of the market along with niche data and insights that will help you make
informed business decisions. Our research is focused on the key segments of an industry that
possess opportunities of growth.

3.17 Customization Of Reports

BrandEssence® offer especially tailored reports as custom projects wherein we offer you
customization of our syndicated reports to expand its scope covering the areas of your interest.
We offer on-demand customization on all syndicated report purchases as well.

3.18 Library of Focussed Reports

We understand the need of data along with a statistical point. To accomplish this goal, we have
come up with factor. A new and proven concept wherein you get access to Global and Country
level reports along with newly published COVID-19 reports, Infographics & Statistics,
numerous Company Profiles, 24/7 Analyst support, On Request Report, and Market Size Table
at unexpectedly low cost.

3.19 Management Consulting Services

BrandEssence® Market Research provides top-notch management consulting services which

include Go-to market strategy, Mergers and acquisitions, new product development,

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 20
 SHIVAJI UNIVERSITY, KOLHAPUR

Competitive intelligence, Market feasibility study, Pricing analysis and much more. All you
need to do is request a proposal.

3.2 Vision

Empowering business and individual's decision-making process through cost-effective market

intelligences.

3.3 Mission

To extend statistical assistance to expansion plans and strategies of businesses through crisp
market trends and forecasts. To acquire, curate and offer analytical reports that actively aid
decision-making processes in enterprises that aim to achieve market dominance.

3.4 Services profile areas of operation

1. Human Resources Planning

This area of operation involves following tasks:

2. The HR activities which are governed by the HR process within the organization are
identified and documented.
3. Working closely with organization to identify and document the HR activities.
4. Identifying the correct employees who are needed to work dedicated towards the 7 plans
chosen by the organization.
5. To identify the programs which are to be initiated by the company in future in order to
develop the company capability.

2. Job analysis

This area of operation involves the following tasks:

1. For each and every post in the organization the job requirements must be
determined.
2. The job description has to be prepared which includes the job title main duties
of the job and its responsibilities.
3. The job specification formats have to be prepared.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 21
 SHIVAJI UNIVERSITY, KOLHAPUR

3. Human resources recruitment and selection

This area of operation involves the following tasks:

1. The staff management system has to be identified.

2. The information has to be provided about the applicants.
3. The screening process has to be done in order to make a short list of the candidates.
4. Compensation and benefits

This area of operation involves following tasks:

1. Identifying employee’s performance to reward him/her.

2. The salary equity has to be done among employees.
3. Compensation budget has to controlled.
4. New employees have to be attracted.
5. Human resources trainings Retaining employees

The HR Services developed the following benefit plan.

1. Variable pays
2. Worker’s compensation
3. Health benefits

3.5 Conclusion

At BrandEssence®, we value our customers and strive to deliver the highest quality industry
information and research services. Our team of experienced professionals have a growth
mindset and are driven by extreme ownership, providing actionable insights, and customizing
reports to fit the needs of each client. We prioritize client satisfaction and strive to provide the
best results in the least amount of time. Our BI Delivery Platform combines operational and
financial data to provide a clear 360° view of performance and allow for better decision-
making. We stand behind our services and provide 100% post-sales support. With our
commitment to excellence, we are proud to help organizations reach their goals.

In conclusion, BrandEssence® Market Research provides top-notch management consulting

services with the goal of empowering business and individual decision-making processes

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 22
 SHIVAJI UNIVERSITY, KOLHAPUR

through cost-effective market intelligence. Their services cover a wide range of areas such as
Go-to-market strategy, Mergers and acquisitions, new product development, Competitive
Intelligence, Market feasibility study, Pricing analysis, Human Resources Planning, Job
Analysis, Human Resources Recruitment, and Selection. All of these services are designed to
help businesses achieve their goals of market dominance.

The management consulting services provided by BrandEssence® Market Research are

designed to help businesses make informed decisions with their growth plans, strategies, and
expansion plans. Through job analysis, recruitment and selection, compensation and benefits,
and training and retaining employees, the company offers comprehensive services that can help
businesses achieve their goals. By offering reliable and cost-effective market intelligence, the
company's mission is to empower businesses and individuals in their decision-making
processes.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 23
 SHIVAJI UNIVERSITY, KOLHAPUR

CHAPTER IV
Data ANALYSIS AND INTERPRETATION

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 24
 SHIVAJI UNIVERSITY, KOLHAPUR

Frequency Analysis For Gender Ratio

Table No 01

Sr No Particular’s Frequency Percentage

1 Male 175 74.5
2 Female 60 25.5
3 Total 235 100.0
(Source: Questionnaire)

Fig No 01

Chart Title

60

175

0 20 40 60 80 100 120 140 160 180 200

Female Male

This data indicates that out of the total of 235 people, 175 (or 74.5%) are male and 60 (or
25.5%) are female. From table no 4.1 we can conclude that in this organization male ratio as
compared to female is higher. Number of total male employee is 175 out of 235. Number of
total female employee is 60 out of 235.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 25
 SHIVAJI UNIVERSITY, KOLHAPUR

Frequency Analysis for Qualification

Table No 02

Sr. No.
Particular’s Frequency Percentage
1 Diploma 59 25.1
2 Under Graduation 61 26.0
3 Post-Graduation 85 36.2
4 Other 30 12.8
5 Total 235 100.0
(Source: Questionnaire)
Fig no 02
Frequency Analysis for Qualification

13%
25%
Diploma

36% Under Graduatio

26% Post Graduatio
Other

In Fig No 4.2 we can see no of post-graduation employees is more in this organization

which is 36% of total no of employee. Other than post-Graduation employee are 13%.
Employee having under Graduation are 26% of total strength 25% employee have
completed their Diploma.

Organization can plan for future higher education of employee to retain them for longer
time period.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 26
 SHIVAJI UNIVERSITY, KOLHAPUR

Frequency Analysis for Work Exp.

Table No 03
Sr No
Particular’s Frequency Percentage
1 0-1 Year's 61 26.0
2 1-2 Year's 63 26.8
3 2-5 Year's 94 40.0
4 Above 5 Year's 17 7.2
5 Total 235 100.0
(Source: Questionnaire)

Fig No 3

Frequency Analysis for Work Exp.

7%
26%

0-1 Year's
40%
1-2 Year's
2-5 Year's
27%
Above 5 Year's

In table no 3 The data shows that the majority of the respondents have work experience
between 2-5 years, with 40% of the total responses. 26.0% of the responses reported 0-1 years
of experience, while 26.8% reported 1-2 years of experience. A small portion of the
respondents have more than 5 years of experience, with only 7.2% reporting above 5 years.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 27
 SHIVAJI UNIVERSITY, KOLHAPUR

Organization Pay satisfactory Attention at Incentives and Perks.

Table No 04

Sr No
Particular’s Frequency Percentage
1 Yes 192 81.7
2 No 43 18.3
3 Total 235 100.0
(Source: Questionnaire)
Fig No 04

Organization Pay more Attention at Incentives

and Perks

No 43

Yes
No

Yes 192

0 50 100 150 200 250

From table no 4.4 it concluded that 81% of the employee of the organization have opinion that
organization pays more attention at the incentives and perks.
18% of the employee have opinion that organization is not paying attention to the perks and
incentives provided to the employee.
Organization takes regular feedback from employees to maintain satisfaction of employees
regarding organization’s various factor. Organization Keep the incentive part of a plan simple
so it will be easily understandable by employees. by Determining what competitors are paying
organization can take advantage to hold talented employees for long term

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 28
 SHIVAJI UNIVERSITY, KOLHAPUR

You are encouraged to participate in Development activities.

Table No 05
Sr no
Particular’s Frequency Percentage
1 Yes 207 88.1
2 No 28 11.9
3 Total 235 100.0
(Source: Questionnaire)
Fig No5 You are encouraged to participate in training to improve your skills and
Competencies

No 28

Yes
No
Yes 207

0 50 100 150 200 250

In Table no 5 The data shows that 88.1% of people are encouraged to participate in training
to improve their skills and competencies, while 11.9% of people are not encouraged to do so.
This indicates that the majority of people are encouraged to participate in training to improve
their skills and competencies.

Organization offer flexibility to attend training session for employees and promote them to
attend training. By conducting weekly meetings regarding how training improve their
performance.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 29
 SHIVAJI UNIVERSITY, KOLHAPUR

The Organization give recognition for your performance

Table No 06
Sr
no Particular’s Frequency Percentage
1 Yes 197 83.8

2 No 38 16.2

3 Total 235 100.0

(Source: Questionnaire)
Fig No6
Do you get the recognition that you deserve for your performance

38

NO

Yes
197
No
YES

0 50 100 150 200 250

From table no 4.6 it is concluded that Most people (83.8%) get the recognition they deserve
for their performance. 16.2% of people do not get the recognition they deserve for their
performance.

Organization promote employees to performe best in organization by motivating them for good
work through acitivies like celebreting emplyess bairthdays, By giving succesion partys,by
Creating an employee wall of fame. Activites like these help employess to retain for longer
time also it helps to generate belongingness between employees so they can do more productive
work in organization.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 30
 SHIVAJI UNIVERSITY, KOLHAPUR

What is your opinion regarding the work load

Table No 7
Sr no Particular’s Frequency Percentage
1 Very Low 15 6.4
2 Low 36 15.3
3 Average 99 42.1
4 High 52 22.1
5 Very High 33 14.0
6 Total 235 100.0
(Source: Questionnaire)

Fig No7

What is your opinion regarding the work load

15
33 Very Low
36
Low
Avrage
52
High
Very High

99

The data shows that the highest percentage of participants (42.1%) feel that their workload is
average, with 22.1% feeling that it is high and 14.0% feeling that it is very high. The lowest
percentage of participants (6.4%) feel that their workload is very low.

This suggests that overall, most people feel their workload is higher than ideal, but not
overwhelmingly excessive. To maintain good environment in organization work load is
important but until certain limits, In organization multitasking is avoided so employees don’t
feel heavy workload. Organization management kept communication clean and provide
Realistic Deadlines

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 31
 SHIVAJI UNIVERSITY, KOLHAPUR

Do you have stress due to overwork

Table No 08

Sr. no
Particular’s Frequency Percentage
1 Very Low 12 5.1
2 Low 4 1.7
3 Average 121 51.5
4 High 90 38.3
5 Very High 8 3.4
6 Total 235 100.0
(Source: Questionnaire)
Fig No 08
Do you have stress due to overwork?

3% 5%

2%
Very Low
Low
Avrage
38%
High
52% Very High

The data from fig 8 shows that 51.5% of respondents reported having an average level of stress
due to overwork, 38.3% reported having a high level, 5.1% reported having a very low level,
1.7% reported a low level, and 3.4% reported a very high level. Every workplace is different
with different stressors. HR department of an organization can promote employees competitive
personal leave and vacation benefits. So, employees can refresh to do more productive work
in organization.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 32
 SHIVAJI UNIVERSITY, KOLHAPUR

Are you able to balance work life and personal life.

Table No 09
Sr no Particular’s Frequency Percentage
1 Very High 79 33.6
2 High 79 33.6
3 Average 47 20.0
4 Low 26 11.1
5 Very Low 4 1.7
6 Total 235 100.0
(Source: Questionnaire)
Fig No 09
Are you able to balance work life and personal life?

2%

11%
33% Very Low
20% Low
Average
High
34%
Very High

In fig no 9 The data reveals that 33.6% of people have a very high ability to balance work life
and personal life and 33.6% have high ability to balance the work life. 20% of people have an
average ability to balance work life and personal life, 11.1% of people have a low ability, and
1.7% of people have a very low ability. Organizations is supporting employees to maintain
their work life balance with various activities like Offering flexible and remote working,
encouraging your employees to take breaks, take a walk or even work in an entirely different
part of the office. By this employee’s feel comfortable while working and do more productive
work.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 33
 SHIVAJI UNIVERSITY, KOLHAPUR

The organization Support Work life balance.

Table No 10
Sr no Particular’s Frequency Percentage
1 Strongly Disagree 58 24.7
2 Disagree 33 14.0
3 Neutral 21 8.9
4 Agree 63 26.8
5 Strongly Agree 60 25.5
6 Total 235 100.0
(Source: Questionnaire)
Fig No10

Work-life balance is supported by this

organization
25% 25%
Strongly Disagree
14% Disagree
27%
9% Nutral
Agree
Strongly Agree

Overall, the data in fig no 10 shows that most people agree or strongly agree that the
organization supports work-life balance. Approximately 51.3% of respondents either agreed
or strongly agreed (26.8% + 24.7%) that work-life balance is supported. On the other hand,
39% of respondents either disagreed or strongly disagreed (14.0% + 25.5%) that work-life
balance is supported. 8.9% felt neutral towards this topic.

Organization is supporting employees for hybrid worktime so they can continue work from
home also to maintain their work life balance.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 34
 SHIVAJI UNIVERSITY, KOLHAPUR

Career development Planning of organization is satisfactory

Table No 11

Sr no Particular’s Frequency Percentage

1 Strongly agree 8 3.4
2 Agree 91 38.7
3 Neutral 66 28.1
4 DisAgree 65 27.7
5 Strongly Disagree 5 2.1
6 Total 235 100.0
(Source: Questionnaire)
Fig No11

Are you satisfied with career development at the

5 organization.
8

65
Strongly Disagree
91
Disagree

Nutral

Agree
66
Strongly Agree

Based on the data in table no 11, it appears that the majority of respondents are either neutral
or disagree with the career development opportunities at the organization. 38.7% of
respondents reported that they disagreed with the career development opportunities.

While 28.1% reported that they were neutral. Only 27.7% reported that they agreed with the
career development opportunities, and only 3.4% reported that they strongly disagreed.

Most of the employee of the organization are satisfied with future career development planning
for by organization.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 35
 SHIVAJI UNIVERSITY, KOLHAPUR

The company is giving opportunities for growth and promotion

Table No 12
Sr no
Particular’s Frequency Percentage
1 Strongly Disagree 17 7.2
2 Disagree 33 14.0
3 Neutral 43 18.3
4 Agree 137 58.3
5 Strongly Agree 5 2.1
6 Total 235 100.0
(Source: Questionnaire)
Fig No12
The company is giving opportunities for growth and promotion
2% 7%

14%
Strongly Disagree
Disagree

59% 18% Nutral

Agree
Strongly Agree

From table no 12 we can conclude that 58 % Employee thinks that organization is

giving opportunities for growth and promotion of their employee, 7.2 % employee are
strongly Disagree that company is giving opportunities for growth and promotion.

14% employee are disagreeing that Organization is giving less opportunities for growth
and promotion, 2% of employee are strongly aggress that organization is giving
opportunities for growth and promotion.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 36
 SHIVAJI UNIVERSITY, KOLHAPUR

Would you like to plan your further career in this organization.

Table no 13
Sr no
Particular’s Frequency Percentage
1 Yes 137 58.3

2 No 98 41.7

3 Total 235 100.0

(Source: Questionnaire)

Fig No13

Have you ever suggested/will you suggest your friends/relatives to join this
organization

No 98

Yes 137

0 20 40 60 80 100 120 140

The data shows that 58.3% of people would like to plan their further career in this organization,
while 41.7% of people do not.

This indicates that most people are interested in staying with the organization for the long term.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 37
 SHIVAJI UNIVERSITY, KOLHAPUR

Do you think that the implementation of three R’s (recognition, reward,

respect) will increase employee retention.

Table No 14
Sr no Particular’s Frequency Percentage
1 Never 47 20.0
2 Some Times 37 15.7
3 Most of the Times 23 9.8
4 All the Times 128 54.5
6 Total 235 100.0
(Source: Questionnaire)
Fig No14

Do you think that the implementation of three R’s (recognition, reward, respect) will increase
employee retention?

20%

Never
54% Some Times
16%
Most of the Times
All the Times
10%

The majority of respondents (54.5%) in table no 14 reported that the implementation of the
three R's (recognition, reward, and respect) will increase employee retention "all the time".
Another 35.2% of respondents said that it will increase employee retention "some of the time"
or "most of the time", indicating that the implementation of the three R's is likely to have a
positive impact on employee retention.
The three main pillars of retaining an employee are the three R’s; namely respect,
recognition and reward. All three of them hold paramount importance in retaining an employee. By
following those organization can hold talented employees for longer time.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 38
 SHIVAJI UNIVERSITY, KOLHAPUR

Does your management come forward to support when you are facing
with critical situation.

Table No 15

Sr no Particular’s Frequency Percentage

1 Strongly Disagree 21 8.9
2 Disagree 22 9.4
3 Agree 111 47.2
4 Strongly Agree 81 34.5
6 Total 235 100.0
(Source: Questionnaire)
Fig No15

Does your management come forward to support when you are facing with critical
situation

19%
Frequency
44% Percent
19% Valid Percent
Cumulative Percent
18%

This data shown in fig no 15 suggests that most respondents (47.2%) agree that their
management comes forward to support them when they are facing a critical situation,.
While 34.5% strongly agree. There is a relatively small number of employees (18.3%)
that disagree or strongly disagree that their management comes forward to support them in
a critical situation. Supporting employees during critical situation helps to build up trust
and good bonding between team so employees can work effectively as team.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 39
 SHIVAJI UNIVERSITY, KOLHAPUR

Would you like to plan your further career in this organization.

Table No 16
Sr no Particular’s Frequency Percentage
1 Yes 170 72.3
2 No 65 27.7
3 Total 235 100.0
4 Total 235 100.0
(Source: Questionnaire)
Fig No16

Would you like to plan your further career in this organization?

28% Yes
No

72%

From table no 16 we can see that 72.3% of people would like to plan their further career in this
organization, while 27.7% would not. This suggests that the organization is generally perceived
positively by its employees and has potential for career advancement.

As the organization is promoting employees to stay longer with organization with various
methods like giving bonus, holiday packages, employees pefer to stay with organization.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 40
 SHIVAJI UNIVERSITY, KOLHAPUR

Your training program is always linked with your career

development/growth.

Table No 17
Sr no Particular’s Frequency Percentage
1 Strongly Disagree 12 5.1
2 Disagree 15 6.4
3 Neutral 7 3.0
4 Agree 98 41.7
5 Strongly Agree 103 43.8
6 Total 235 100.0
(Source: Questionnaire)
Fig No17 Your

Your training program is always linked with your career development/growth.

Frequency

120
103
98
100

80

60

40

12 15
20 7

0
Strongly Disagree Disagree Nutral Agree Strongly Agree
Valid

The data from table no 17 suggests that the majority of respondents agree or strongly agree
that their training program is always linked with their career development/growth. The
percentages of those who agreed or strongly agreed was 43.8% and 41.7%, respectively. The
percentages of those who disagreed or strongly disagreed was 6.4% and 5.1%, respectively.
This suggests that the majority of respondents feel that their training program is linked to
their career growth and development

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 41
 SHIVAJI UNIVERSITY, KOLHAPUR

Do your organization treating you in a respectful way.

Table No 18
Sr no Particular’s Frequency Percentage
1 Strongly Disagree 16 6.8
2 Disagree 28 11.9
3 Neutral 17 7.2
4 Agree 52 22.1
5 Strongly Agree 122 51.9
6 Total 235 100.0
Fig No 18

Organization treating you in a respectful way.

122
52
Frequency 17
28
16

0 20 40 60 80 100 120 140

Strongly Agree Agree Nutral Disagree Strongly Disagree

(Source: Questionnaire)
This data in fig no 18 indicates that the majority of respondents (51.9%) strongly agree that the
organization is treating them in a respectful way. A further 22.1% agree and 7.2% are neutral.
However, 11.9% disagree and 6.8% strongly disagree. This suggests that overall, the majority
of respondents feel that the organization is treating them in a respectful way, but there is still
a significant minority who feel they are not being treated respectfully.

Getting respectful treatment in organization is the important factor as we have seen in

Maslow’s hierarchy of needs. So, we can say organization is fulfilling most of the employees
basic needs to make them stay longer in organization.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 42
 SHIVAJI UNIVERSITY, KOLHAPUR

Is There are any barriers to communication while you are communicating

with your superiors

Table No 19
Sr no Particular’s Frequency Percentage
1 Strongly Disagree 14 6.0
2 Disagree 11 4.7
3 Neutral 4 1.7
4 Agree 73 31.1
5 Strongly Agree 133 56.6
6 Total 235 100.0
(Source: Questionnaire)
Fig No19

There are no barriers to communication while you are communicating

with your superiors

6%
5% Strongly Disagree
2%
Disagree

Nutral

Agree
56% 31%
Strongly Agree

This data suggests that the majority of people (51.9%) strongly agree that they are being treated
in a respectful way by their organization. 22.1% agree that there are no barrios to communicate
with superiors 7.2% are neutral, 11.9% disagree, and 6.8% strongly disagree.

This indicates that the majority of people feel that there are no barriers to communication
while they are communicating with their superiors.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 43
 SHIVAJI UNIVERSITY, KOLHAPUR

Q 20. Do you agree that you are rewarded periodically for your
performance

Table No 20
Sr no Particular’s Frequency Percentage
1 Strongly Disagree 13 5.5
2 Disagree 23 9.8
3 Neutral 4 1.7
4 Agree 121 51.5
5 Strongly Agree 73 31.1
6 Total 235 100.0
(Source: Questionnaire)

Fig No 20
Do you agree that you are rewarded periodically for your performance?

Strongly Agree

Agree

Nutral

Disagree

Strongly Disagree

0 20 40 60 80 100 120 140

This data from table no 20. indicates that the majority of respondents agree or strongly agree
that they are rewarded periodically for their performance. Approximately 57% of respondents
agree or strongly agree, while only 14.3% disagree or strongly disagree.

This suggests that most people feel they are rewarded adequately for their performance.
Rewarding increases employees' motivation. They are ready to produce greater work
performance when their employer gives appreciation and rewards. This is most important
factor which helps organization to retain employees.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 44
 SHIVAJI UNIVERSITY, KOLHAPUR

Are you satisfied with the company’s welfare policies towards the
employee.

Table NO 21
Sr no Particular’s Frequency Percentage
1 Strongly Disagree 49 20.9
2 Disagree 14 6.0
3 Neutral 8 3.4
4 Agree 113 48.1
5 Strongly Agree 51 21.7
6 Total 235 100.0
(Source: Questionnaire)

Fig No21 Are you satisfied with the company’s welfare policies towards the employee?

Are you satisfied with the company’s welfare policies towards the employee?

22% 21% Strongly Disagree

6%
Disagree

3% Nutral
48% Agree
Strongly Agree

By observing table no 21 its data suggests that the majority of employees (68.2%) either
agree or strongly agree with the company's welfare policies towards the employee. However,
there is still a significant number of employees (20.9%) who strongly disagree with the
policies.

This suggests that there may be a need to review or improve the welfare policies in order to
better meet the needs of the employees. To ensure that maximum number of employees are
satisfied with welfare policy of organization to keep employees engaged in organization to
retain them for long term.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 45
 SHIVAJI UNIVERSITY, KOLHAPUR

Do you agree that employee retention is plays a vital role in the result of
productivity.

Table No 22
Sr no Particular’s Frequency Percentage
1 Strongly Disagree 3 1.3
2 Disagree 3 1.3
3 Neutral 17 7.2
4 Agree 144 61.3
5 Strongly Agree 68 28.9
6 Total 235 100.0
(Source: Questionnaire)
Fig No22

Do you agree that employee retention is plays a vital role in the result of
productivity?
1% 1%
7%

29% Strongly Disagree

Disagree
Nutral

62% Agree
Strongly Agree

In table no 22 we can see the majority of respondents (61.3%) agree that employee retention
plays a vital role in the result of productivity, with 28.9% strongly agreeing. A total of
7.2% of people are neutral on the topic, with only 3.6% disagreeing or strongly disagreeing.

Recruiting and retaining new employees is expensive and time consuming. Moreover,
turnover negatively affects the productivity and morale of your employees. Most of the
employee of the organization are agreeing that employee retention help organization so
organization can do employees future career planning to hold talented employees

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 46
 SHIVAJI UNIVERSITY, KOLHAPUR

What do you feel about the working environment.

Table No 23

Sr no Particular’s Frequency Percentage

1 Highly Dissatisfied 2 0.9
2 Dissatisfied 28 11.9
3 Neutral 50 21.3
4 Satisfied 128 54.5
5 Highly Satisfied 27 11.5
6 Total 235 100.0
(Source: Questionnaire)

Fig No23
What do you feel about the working environment?
1%
12% 12%
Highly Dissatisfied

21% Disssatisfied
Nutral
54%
Satisfied
Highly Satisfied

Overall, the data from table no 23 suggests that the majority of people working in this
environment are satisfied or highly satisfied with the working environment. Approximately
56.4% of the respondents are either satisfied or highly satisfied, while only 12.8% are either
dissatisfied or highly dissatisfied. This indicates that the majority of people in this environment
are content with the working environment.

Organization is giving preference to reputation, career advancement and work balance so

that employees can enjoy the work environment and work efficiently and keeping them for
long term.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 47
 SHIVAJI UNIVERSITY, KOLHAPUR

What is your opinion about the company rules and regulation.

Table No 24

Sr no Particular’s Frequency Percentage

1 Highly Dissatisfied 42 17.9
2 Dissatisfied 22 9.4
3 Neutral 27 11.5
4 Satisfied 111 47.2
5 Highly Satisfied 33 14.0
6 Total 235 100.0
(Source: Questionnaire)
Fig No24

What is your opinion about the company rules and regulation?

14% Highly Dissatisfied

18%
Disssatisfied
9%
Nutral
12% Satisfied
47%
Highly Satisfied

From the data observed table no 24, it appears that most people are satisfied with the
company rules and regulations. This is evidenced by the fact that 47.2% of respondents
indicated that they were satisfied with the rules and regulations, while only 17.9% were highly
dissatisfied. This indicates that the majority of people have a generally positive opinion about
the company's rules and regulations.
It's important to ensure that the current policies in place, and any changes made to them,
are beneficial to the company and its employees. Organization Is conducting regular surveys
to ensure that employs are satisfied with rules and regulation and keep them updating time to
time.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 48
 SHIVAJI UNIVERSITY, KOLHAPUR

Interpersonal relationships are encouraging in this organization.

Table No 25

Sr no Particular’s Frequency Percentage

1 Highly Dissatisfied 14 6.0
2 Dissatisfied 9 3.8
3 Neutral 25 10.6
4 Satisfied 82 34.9
5 Highly Satisfied 105 44.7
6 Total 235 100.0

(Source: Questionnaire)
Fig No25

Interpersonal relationships are encouraging in this organization.

6%4% Highly Dissatisfied

10% Disssatisfied
45% Nutral
Satisfied
35%
Highly Satisfied

This data from table no 25 suggests that the majority of people in this organization (44.7%)
are highly satisfied with the interpersonal relationships they experience. A further 34.9% are
satisfied, 10.6% are neutral, 3.8% are dissatisfied and 6.0% are highly dissatisfied.

Interpersonal communication can effectively lead to streamlined workplace

communication. It ensures that the managers maintain a professional yet positive attitude in
their interactions. Hence, it makes the managers/leaders of an organization seem more
approachable to their employees, which is effectively going on by the management of
organization.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 49
 SHIVAJI UNIVERSITY, KOLHAPUR

Rank the following factors which motivate you the most.

Table No 26

Sr no Particular’s Frequency Percentage

1 Increase in Salary 79 33.6
2 Promotion 35 14.9
3 Leave 17 7.2
4 Power 104 44.3
5 Total 235 100.0
(Source: Questionnaire)

Fig No26

Rank the following factors which motivate you the most

Increase in Salary
34%
44% Promotion
Leave
Power
15%
7%

This data from Table no 26 shows that the most motivating factor for the surveyed individuals
is an increase in salary, followed by power, promotion, and lastly leave. Approximately 44.3%
of the respondents reported that power is the most motivating factor, while 33.6% reported that
an increase in salary is the most motivating factor. Promotion was the third most motivating
factor at 14.9%, and leave was the least motivating factor at 7.2%.

To Keep employees motivated organization provide performance-based salary hike as well

as extra benefits like holiday voucher’s, Food vouchers. In any Organization top management
have high power which gives them prestige and respect within their subordinates. That’s why
Most of the employees are giving the vote to power as important factor which motivates them.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 50
 SHIVAJI UNIVERSITY, KOLHAPUR

The job you are performing is satisfactory

Table No27

Sr no Particular’s Frequency Percentage

1 Highly Dissatisfied 14 6.0
2 Dissatisfied 20 8.5
3 Neutral 34 14.5
4 Satisfied 97 41.3
5 Highly Satisfied 70 29.8
6 Total 235 100.0
(Source: Questionnaire)
Fig No27

The job you are performing is satisfactory…?

6%
9%
30%
Highly Dissatisfied
14%
Disssatisfied
Nutral
Satisfied
41%
Highly Satisfied

This data shows that the majority of respondents (41.3%) are satisfied with the job being
performed. 8.5% of respondents are dissatisfied, 14.5% of respondents are neutral, and 29.8%
are highly satisfied.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 51
 SHIVAJI UNIVERSITY, KOLHAPUR

Are you satisfied with leave facility offered by your company

Table No 28
Sr no Particular’s Frequency Percentage
1 Highly Dissatisfied 11 4.7
2 Dissatisfied 8 3.4
3 Neutral 87 37.0
4 Satisfied 81 34.5
5 Highly Satisfied 48 20.4
6 Total 235 100.0
(Source: Questionnaire)
Fig No28
Are you satisfied with leave facility offered by your company?
5%
3%

Highly Dissatisfied
20%
Disssatisfied
37% Nutral
35% Satisfied
Highly Satisfied

This data from table no 28 shows that 37.0% of people are neutral about the leave facility
offered by their company, 34.5% are satisfied, 20.4% are highly satisfied, 3.4% are dissatisfied,
and 4.7% are highly dissatisfied. In organization Regular employees get 12 seek leaves per
year. Organization provide Extension of leave which allows employees to add on unclaimed
leaves into next year leaves. Employee need to go through conformation of his superior which
is sometimes lengthy process.

Most of the employee of organization are having neutral opinion regarding the leave
policy of organization. Any kind of leave can be also granted or refused depending upon the
company demands this is highly dissatisfying rule of organization because of which most of
the employee are not satisfied with leave policy of organization

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 52
 SHIVAJI UNIVERSITY, KOLHAPUR

How effective is the grievance handling system

Table No 29 How effective is the grievance handling system?

Sr no
Particular’s Frequency Percentage
1 Highly Inefficient 30 12.8
2 Inefficient 38 16.2
3 Efficient 108 46.0
4 Highly Efficient 59 25.1
5 Total 235 100.0
(Source: Questionnaire)
Fig No29

HOW EFFECTIVE IS THE GRIEVANCE HANDLING SYSTEM?

Highly Efficent 59

Efficent 108

Inefficent 38

Highly Inefficent 30

The data shows that the grievance handling system is most efficient, with 46% of respondents
indicating that it is efficient. 25.1% of respondents found it to be highly efficient, while 16.2%
found it to be inefficient and 12.8% found it to be highly inefficient. Overall, the data shows
that the grievance-handling system is effective. Most of the employees having opinion that
organization having efficient or highly efficient grievance handling system. By which it can be
concluded that organization have improved unsafe workplace, bad relation with managers.

Also, we can say organization avoiding Irrational management policies such as overtime,
transfers, demotions, inappropriate salary structure. Organization’s management is giving
proper attention towards complaints from employees.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 53
 SHIVAJI UNIVERSITY, KOLHAPUR

What do you like more in the company

Table No 30

Sr no Particular’s Frequency Percentage

1 Compensation 92 39.1
2 Rewards Recognition 68 28.9
3 Job Security 2 0.9
4 Relationship with 73 31.1
5 Total 235 100.0
(Source: Questionnaire)
Fig No30
W hat d o yo u like mo re in the co mp an y?

100
92
50
68
0
2 73
Compensation
Rewards Frequency
Recognnition Job Security
Relationship

This data from table no 30 indicates that most employees in the company prefer
compensation as the most important factor, with 39.1% of respondents indicating that it is
their top priority. Rewards recognition is the second most popular factor, with 28.9% of
respondents indicating it is the most important factor. Job security is the least popular factor,
with only 0.9% of respondents indicating it is the most important factor. Finally, relationship
with colleagues is the third most popular factor, with 31.1% of respondents showing that it is
the most important factor.
From table no 30 We can see that maximum employees like compensation,
organization is giving faire enough compensation for maximum employs Create a happy
workplace. Offer perks in whatever way you can. Celebrate your employee's birthday or his
anniversary with the company. Encourage potluck celebrations to boost and maintain overall
employee morale. Relationship with superior’s is 2 nd most favorite and rewards recognition
is 3rd favorite, rewards recognition helps to keep employs always motivated and increase
belongingness towards organization.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 54
 SHIVAJI UNIVERSITY, KOLHAPUR

How is your relationship between your superiors

Table No 31
Sr no Particular’s Frequency Percentage
1 Highly Dissatisfied 7 3.0
2 Dissatisfied 36 15.3
3 Neutral 104 44.3
4 Satisfied 76 32.3
5 Highly Satisfied 12 5.1
6 Total 235 100.0
(Source: Questionnaire)
Fig No31

How is your relationship between your

superiors?

104
120
100 76
80
60 36
40 12
7
20
0
Frequency

Highly Dissatisfied Disssatisfied Nutral Satisfied Highly Satisfied

This data suggests that most people have a neutral or positive relationship with their
superiors.32.3% of respondents report being satisfied with their relationship, and 44.3% report
being neutral. Only 15.3% report being dissatisfied, and only 3.0% report being highly
dissatisfied.

From table no 31 we can conclude that organization is conducting activities which improve
relation between employee and superiors to maintain internal environment of organization.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 55
 SHIVAJI UNIVERSITY, KOLHAPUR

How do you rate the welfare schemes in the organization

Table No 32
Sr no Particular’s Frequency Percentage
1 Highly Dissatisfied 46 19.6
2 Dissatisfied 15 6.4
3 Neutral 20 8.5
4 Satisfied 78 33.2
5 Highly Satisfied 76 32.3
6 Total 235 100.0
(Source: Questionnaire)

Fig No32

How do you rate the welfare schemes in the organization?

100
78 76
80

60 46
40
20
15
20

0
Highly Dissatisfied Disssatisfied Nutral Satisfied Highly Satisfied

Frequency

Based on this data, the majority of respondents (33.2%) are satisfied with the welfare
schemes in the organization, while 32.3% are highly satisfied. 6.4% are dissatisfied, while
8.5% are neutral and 19.6% are highly dissatisfied.

From the table no 32. we can say that organization is providing effective welfare schemes
which is satisfying most of the employees of organization. By conducting regular surveys of
employees, Organization is determining if there are any new or emerging or ongoing issues
that need to be managed in terms of how stressed they are feeling.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 56
 SHIVAJI UNIVERSITY, KOLHAPUR

Do you agree that additional benefits others than salary will prevent you
from leaving the organization.

Table No 33
Sr no
Particular’s Frequency Percentage
1 Yes 184 78.3
2 No 51 21.7
3 Total 235 100.0
(Source: Questionnaire)
Fig No33
Do you agree that additional benef its others than salary w ill
prevent you f rom leaving the organization

22%

Yes

No

78%

This data shows that 78.3% of people agree that additional benefits other than
salary will prevent them from leaving the organization, while 21.7% do not agree.

As we have seen Maslow’s hierarchy needs pyramid says after getting basic
needs completion employees look forwards for respect, recognition. So top
management can provide these needs to retain employees for longer term’s

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 57
 SHIVAJI UNIVERSITY, KOLHAPUR

Q 34 Do you think higher authorities are giving right jobs to right person

Table No 34
Sr no Particular’s Frequency Percentage
1 Yes 184 78.3
2 No 51 21.7
3 Total 235 100.0
(Source: Questionnaire)
Fig No34

Chart Title

84
No

151 Yes

0 20 40 60 80 100 120 140 160

This data indicates that 78.3% of people believe that higher authorities are giving the right jobs
to the right person, while 21.7% do not believe this.

From table no 34 we can conclude that organization’s HRD department is working efficiently.
That they are selecting correct person for available job profile.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 58
 SHIVAJI UNIVERSITY, KOLHAPUR

CHAPTER V
FINDINGS, SUGGESTIONS, CONCLUSIONS

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 59
 SHIVAJI UNIVERSITY, KOLHAPUR

Introduction
This data is collected from employee feedback survey in an organization. The data has been
collected to understand the opinion of employees about the organization and its practices. The
survey was conducted to understand the satisfaction level of employees regarding salary,
benefits, recognition, work-life balance, respect, and career planning among many other
aspects. This data helps the organization to understand the opinion of employees and make
improvements in the working environment.

5.1 Findings:
1. From the table no 1. we found that Organization has a greater number of male
employees as compared to female employee.
2. In organization most educated employee are having education up to post graduation
that we can see in table no 2.
3. In fig no 3. we can see Employee having work experience up to 2-5 years is the
maximum number in organization.
4. In table no 4. we can see 82% employee thinks that organization is paying attention at
incentives.
5. Table no 6. shows Maximum number of employees thinks that organization is giving
recognition for their performance.
6. From fig no 5. we conclude that Maximum employees are agreed that they are
encouraged to improve their skills and competencies.
7. In table no 7. we can see Most of the employee are giving vote that they have average
work load.
8. From reference of table no 9. we can say Maximum number of employees have opinion
that they have high or very high work life balance.
9. From table no 13 we can say 58% employees would like to plan their career in this
organization.
10. In table no 14 we can see Most of the employees think that the implementation of 3’R
will help employee retention.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 60
 SHIVAJI UNIVERSITY, KOLHAPUR

11. From the reference of table, no 15 Maximum number of employees thinks that
organization is supporting them during critical situation.
12. As shown in fig no 18 Most of the employee thinks that organization is treating them
in a respectful way.
13. In table no 33 78% employee voted that the additional benefits other than salary will
prevent them from leaving the organization.
14. Organization is having satisfactory welfare schemes which can be seen by this
feedback which is shown in table no 32
15. Maximum number of employees thinks that they have neutral relationship with their
superior which is mentioned in table no 31

5.2 Suggestions:

Maintaining experienced staff is highly complexity for the long run profits of company. Time
maintenance strategy is required if your company is to be productive over time and attracting
the best candidates can be an important part of your recruitment strategy, few organizations do
not have to be recruited because they will receive a lot of unlawful applications because of
their superior track record in recruiting and retaining employees.

1. To improve the satisfaction level of employees, company should provide high level
motivation to employees by giving them holidays coupons, festival bonus.
2. In order to increase their production, the organization has to be good at maintaining
relationship with employees by conducting various feedback seminar’s, feedback forms.
3. Job securities should provide to workers by management through activities like
maintaining a good relation with manager’s, by providing benefits like health insurance,
by Encouraging potluck celebrations to boost and maintain overall employee morale
4. Training programs should provide to workers by organization as per requirement of
employee’s skills deficiency.
5. Career enhancement opportunities have to be provided to workers by company.
6. Incentives should be provided to employees as per the performance report by respective
management by the company.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 61
 SHIVAJI UNIVERSITY, KOLHAPUR

7. Employees should be provided rewards like food vouchers and recognition by the company
after doing good performance.
8. Employees should be provided promotional opportunities by the company.

5.3 Conclusion:

A study on Employee Retention Strategies in Brandessence Market Research & Consulting

Private Limited”, Pune from the duration of three months and by analyzing the result, the
conclusion arrived is that the majority of the respondents have satisfied with Organizations
employees restation Strategies. The study shows that Organization should plan and implement
new retention policies with respect to employee’s future planning and organization
environment for improving the future growth of the organization and to reduce the work load
of the employee. The study has indicated that most of the employee felt that their pay packages
were low and they suggested to improve work environment.

Employees are the main resource for any association. Their commitment is monstrous in the
benefit and development of the organization. They bring advancement and makes ready for
reasonable improvement for the association. This study was centered around a writing survey
on representative maintenance. Nonetheless, the plentiful material makes my undertaking
exceptionally extreme to absorb and integrate the concentrate in a brief organization. I have
attempted to cover the applicable part of representative maintenance and furthermore
consideration is paid on the recent fads that are begun making their presence felt on the lookout.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 62
 SHIVAJI UNIVERSITY, KOLHAPUR

CHAPTER IV

BIBLIOGRAPHY

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 63
 SHIVAJI UNIVERSITY, KOLHAPUR

1. Books Reference

1. Personnel & Human Resource Management text & cases – P. Subba Rao.
2. Human Resource Management an experiential approach – H John.
3. Human Resource Management – A South- Asian Perspective by Robert L.
Mathis, John H. Jackson, Manas Ranjan Tripathy.
2. Websites and journals

1. A Study on Employee Attraction and Retention Strategies with Reference to Infosoft

HR Services, Hyderabad.
2. Study on employee retention with special reference at Philips Electronics, Chennai
3. A Synopsis of Training, Employee Retention and Performance
4. An Effectiveness of Human Resource Management Practices on Employee Retention
in Institute of Higher learning: -A Regression Analysis
5. IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN:
2319-7668. Volume 14, Issue 2 (Nov. - Dec. 2013), PP 08-16www.iosrjournals.org
6. Employee Retention: Organisational and Personal Perspectives
7. Acting Instead of Reacting Ensuring Employee Retention during Successful
Introduction of i4.0
8. Managing Employee Retention: A Strategic Accountability Approach.
9. Factors Influencing the Retention of Employees in the IT Services Industry in
Bengaluru.
10. A qualitative study of 369 child welfare professionals' perspectives about factors
contributing to employee retention and turnover
11. SHRM Foundation’s Effective Practice Guidelines Series Retaining Talent A Guide
to Analysing and Managing Employee Turnover
12. Total Rewards and Employee Retention in a Middle Eastern Context
13. What are Best Practices in the Space of Employer Branding that Enable
Organizations Attract and Retain the Best Talent?
14. What are Best Practices in the Space of Employer Branding that Enable
Organizations Attract and Retain the Best Talent.

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 64
 SHIVAJI UNIVERSITY, KOLHAPUR

15. Armache J. Ways and means to keep employees motivated, productive, and loyal.
Journal of International Diversity. 2014; (2):87-103.
16. Baldoni J. Employee engagement does more than boost productivity. Retrieved from
Harvard Business Review, 2013, https://hbr.org/2013/07/employee-engagementdoes-
more/
17. Bell RL, Martin J. Managerial Communication (First ed.). (D. D. DuFrene, Ed.) New
York, NY: Business Expert Press, LLC, 2014.
18. Beloor V, Nanjundeswaraswamy TS, Swamy DR. Employee Commitment and
Quality of Work Life – A Literature Review. The International Journal of Indian
Psychology ISSN 2348-5396 (e) | ISSN: 2349-3429 (p). 2017; 4(2):86, DIP:
18.01.040/20170402 ISBN: 978-1- 365- 68609-2 January-March, 2017
19. Biason RS. The Effect of Job Satisfaction on Employee Retention. International
Journal of Economics, Commerce and Management United Kingdom ISSN 2348
0386, 2020; 8:3.
20. Al-sharafi, Hamed & Mat, Ezani & Shah, Syed. (2018); The Effect of Training and
Career Development on Employees Retention-A Study on the Telecommunication
Organizations in Yemen; The Journal of Social Sciences Research.
10.32861/jssr.spi2, 420.430.
21. Anaïs Thibault Landry, ESG UQAM, Allan Schweyer, and Whillans (2018); Winning
the War for Talent: Modern Motivational Methods for Attracting and Retaining
Employees: Compensation & Benefits Review 2017, Vol. 49(4) 230–246,
22. Anon, (2008); “Flexible Working as Human Resource Strategy: Benefits to the
Organization and its Personnel,” Strategic Direction, Vol. 24, No. 8, 2008, pp. 9-11.
http://dx.doi.org/10.1108/02580540810884584 [14].

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 65
 SHIVAJI UNIVERSITY, KOLHAPUR

Questionnaire

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 66
 SHIVAJI UNIVERSITY, KOLHAPUR

MBA UNIT, DEPARTMENT OF COMMERCE AND MANAGEMENT

Page | 67