EMPLOYEE RETENTION

CHAPTER-I

INTRODUCTION
INDUSTRY PROFILE
COMPANY PROFILE
PRODUCT PROFILE

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1.1 INTRODUCTION
Employee Retention refers to the ability of an organization to retain its employees.
Employee retention can be represented by a simple statistic (for example, a retention rate of
80% usually indicates that an organization kept 80% of its employees in a given period).
However, many consider employee retention as relating to the efforts by which employers
attempt to retain employees in their workforce. In this sense, retention becomes the
strategies rather than the outcome.

A distinction should be drawn between low performing employees and top

performers, and efforts to retain employees should be targeted at valuable, contributing
employees. Employee turnover is a symptom of a deeper issue that has not been resolved.
These deeper issues may include low employee morale, absence of a clear career path, lack
of recognition, poor employee-manager relationships or many other issues. A lack of
satisfaction and commitment to the organization can also cause an employee to withdraw
and begin looking for other opportunities. Pay does not always play as large a role in
inducing turnover as is typically believed.

In a business setting, the goal of employers is usually to decrease employee

turnover, thereby decreasing training costs, recruitment costs and loss of talent and
organisational knowledge.By implementing lessons learned from key Organisational
Behaviour concepts employers can improve retention rates and decrease the associated costs
of high turnover. However, this isn't always the case. Employers can seek "positive
turnover" whereby they aim to maintain only those employees who they consider to be high
performers.

Retention Programs

It is important to first pinpoint the root cause of the retention issue before
implementing a program to address it. Once identified, a program can be tailored to meet
the unique needs of the organization. A variety of programs exist to help increase employee
retention.

Career Development – It is important for employees to understand their career path within
an organization to motivate them to remain in the organization to achieve their personal
career goals. Through surveys, discussion and classroom instruction, employees can better

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understand their goals for personal development. With these developmental goals in mind,
organizations can offer tailored career development opportunities to their employees.

Executive Coaching – Executive coaching can be used to build competencies in leaders

within an organization. Coaching can be useful in times of organizational change, to
increase a leader’s effectiveness or to encourage managers to implement coaching
techniques with peers and direct reports. The coaching process begins with an assessment of
the individual’s strengths and opportunities for improvement.

The issues are then prioritized and interventions are delivered to target key weaknesses.
Assistance is then provided to encourage repeated use of newly acquired skills.

Motivating Across Generations - Today’s workforce includes a diverse population of

employees from multiple generations. As each generation holds different expectations for
the workplace, it is important to understand the differences between these generations
regarding motivation and engagement. Managers, especially, must understand how to
handle the differences among their direct reports.

Orientation and On Boarding – An employee’s perception of an organization takes shape

during the first several days on the job. It is in the best interest of both the employee and the
organization to impart knowledge about the company quickly and effectively to integrate
the new employee into the workforce. By implementing an effective on boarding process,
short-term turnover rates will decrease and productivity will increase.

Women’s Retention Programs – Programs such as mentoring, leadership development

and networking that are geared specifically toward women can help retain top talent and
decrease turnover costs. By implementing programs to improve work/life balance,
employees can be more engaged and productive while at work.

Exit Interview and Separation Management Programs

Retention Tools and Resources

Employee Surveys – By surveying employees, organizations can gain insight into the
motivation, engagement and satisfaction of their employees. It is important for
organizations to the perspective of the employee in order to create programs targeting any
particular issues that may impact employee retention.

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

organizations can gain valuable insight into the workplace experience. Exit interviews allow
the organization to understand the triggers of the employee’s desire to leave as well as the
aspects of their work that they enjoyed. The organization can then use this information to
make necessary changes to their company to retain top talent. Exit interviews must,
however, ask the right questions and elicit honest responses from separating employees to
be effective.

Employee Retention Consultants – An employee retention consultant can assist

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

Employee Retention Best Practices

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

a high-retention workplace. Organizations can start by defining their culture and identifying
the types of individuals that would thrive in that environment. Organizations should adhere
to the fundamental new hire orientation and on boarding plans. Attracting and recruiting top
talent requires time, resources and capital. However, these are all wasted if employees are
not positioned to succeed within the company. Research has shown that an employee’s first
10 days are critical because the employee is still adjusting and getting acclimated to the
organization. Companies retain good employees by being employers of choice.

Recruitment- Presenting applicants with realistic job previews during the recruitment
process have a positive effect on retaining new hires. Employers that are transparent about
the positive and negative aspects of the job, as well as the challenges and expectations are
positioning themselves to recruit and retain stronger candidates.

Selection- There is plethora of selection tools that can help predict job performance and
subsequently retention. These include both subjective and objective methods and while
organizations are accustomed to using more subjective tools such as interviews, application
and resume evaluations, objective methods are increasing in popularity. For example,
utilizing biographical data during selection can be an effective technique. Biodata
empirically identifies life experiences that differentiate those who stay with an organization
and those who quit. Life experiences associated with employees may include tenure on

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previous jobs, education experiences, and involvement and leadership in related work
experiences.

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

program can help new employees become embedded in the company and thus more likely
to stay. Research has shown that socialization practices can help new hires become
embedded in the company and thus more likely to stay. These practices include shared and
individualized learning experiences, activities that allow people to get to know one another.
Such practices may include providing employees with a role model, mentor or trainer or
providing timely and adequate feedback.

Training and Development- Providing ample training and development opportunities can
discourage turnover by keeping employees satisfied and well-positioned for future growth
opportunities. In fact, dissatisfaction with potential career development is one of the top
three reasons employees (35%) often feel inclined to look elsewhere. if employees are not
given opportunities to continually update their skills, they are more likely to leave. Those
who receive more training are less likely to quite than those who receive little or no
training.

Employers that fear providing training will make their employees more marketable
and thus increase turnover can offer job specific training, which is less transferable to other
contexts. Additionally, employers can increase retention through development opportunities
such as allowing employees to further their education and reimbursing tuition for employees
who remain with the company for a specified amount of time.

Compensation and rewards- Pay levels and satisfaction are only modest predictors of an
employee’s decision to leave the organization; however organizations can lead the market
with a strong compensation and reward package as 53% of employees often look elsewhere
because of poor compensation and benefits. Organizations can explicitly link rewards to
retention (i.e.vacation hours to seniority, offer retention Bonus payments or Emplyee stock
options , or define benefit plan payouts to years of services) Research has shown that
defined compensation and rewards as associated with longer tenure. Additionally,
organizations can also look to intrinsic rewards such as increased decision-making
autonomy.

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Effective Leaders- An employee’s relationship with his/her immediately

ranking supervisor or manager is equally important to keeping to making an employee feel
embedded and valued within the organization. Supervisors need to know how to motivate
their employees and reduce cost while building loyalty in their key people. Managers need
to reinforce employee productivity and open communication, to coach employees and
provide meaningful feedback and inspire employees to work as an effective team. In order
to achieve this, organizations need to prepare managers and supervisors to lead and develop
effective relationships with their subordinates. Executive Coaching can help increase an
individual’s effectiveness as a leader as well as boast a climate of learning, trust and
teamwork in an organization. to encourage supervisors to focus on retention among their
teams, organizations can incorporate a retention metric into their organization’s evaluation.

Employee Engagement- Employees who are satisfied with their jobs, enjoy their work and
the organization, believe their job to be more important, take pride in the company and feel
their contributions are impactful are five times less likely to quit than employees who were
not engaged. Engaged employees give their companies crucial competitive advantages,
including higher productivity and lower employee turnover.

Need & Importance of Employee Retention

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 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.

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Need & Importance of Employee Retention

 Hiring is not an easy process: The HR Professional shortlists few individuals from
a large pool of talent, conducts preliminary interviews and eventually forwards it to
the respective line managers who further grill them to judge whether they are fit for
the organization or not. Recruiting the right candidate is a time consuming process.

 An organization invests time and money in grooming an individual and makes

him ready to work and understand the corporate culture: A new joiner is
completely raw and the management really has to work hard to train him for his
overall development. It is a complete wastage of time and money when an individual
leaves an organization all of a sudden. The HR has to start the recruitment process
all over again for the same vacancy; a mere duplication of work. Finding a right
employee for an organization is a tedious job and all efforts simply go waste when
the employee leaves.

 When an individual resigns from his present organization, it is more likely that
he would join the competitors: In such cases, employees tend to take all the
strategies, policies from the current organization to the new one. Individuals take all
the important data, information and statistics to their new organization and in some
cases even leak the secrets of the previous organization. To avoid such cases, it is
essential that the new joinee is made to sign a document which stops him from
passing on any information even if he leaves the organization. Strict policy should
be made which prevents the employees to join the competitors. This is an effective
way to retain the employees.

 The employees working for a longer period of time are more familiar with the
company’s policies, guidelines and thus they adjust better: They perform better
than individuals who change jobs frequently. Employees who spend a considerable
time in an organization know the organization in and out and thus are in a position to
contribute effectively.

 Every individual needs time to adjust with others: One needs time to know his
team members well, be friendly with them and eventually trust them. Organizations
are always benefited when the employees are compatible with each other and
discuss things among themselves to come out with something beneficial for all.
When a new individual replaces an existing employee, adjustment problems crop up.

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Individuals find it really difficult to establish a comfort level with the other person.
After striking a rapport with an existing employee, it is a challenge for the
employees to adjust with someone new and most importantly trust him. It is a
human tendency to compare a new joinee with the previous employees and always
find faults in him.

 It has been observed that individuals sticking to an organization for a longer

span are more loyal towards the management and the organization: They enjoy
all kinds of benefits from the organization and as a result are more attached to it.
They hardly badmouth their organization and always think in favor of the
management. For them the organization comes first and all other things later.

 It is essential for the organization to retain the valuable employees showing

potential: Every organization needs hardworking and talented employees who can
really come out with something creative and different. No organization can survive
if all the top performers quit. It is essential for the organization to retain those
employees who really work hard and are indispensable for the system.

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.

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1.1 INDUSTRY PROFILE

The year 1939 saw the establishment of one of India’s first cement plants with an
installed capacity of 250 tonne cement per day-we as DCBL had just arrived. The plant
today has grown by manifolds in terms of capacity. We as a group too have expanded both
in terms of vision as well as business interests ranging from harnessing of the bounty of
iron-ore and magnesite in the country, Travel and export activities. These diversifications
were an effort to build and contribute to the development of basic industrial materials. The
year 1993 saw us foraying into the Sugar business with an installed capacity of 2500 TCD.
Today alongwith the Cement business, Sugar business is one of the key growth engines of
DCBL.

Apart from establishing our footprints across various business segments we have
also kept up our pace of excellence. In 1993, DCBL became the first company in South
India to obtain ISO 9002 certification and second in the country among the Indian Cement
Plants. In 2004, we became an ISO 14001 Certified company. Our efforts in sustaining
growth with responsibility have merited us many notable awards for Energy Conservation
& Efficiency, Safety, Health & Environment issues from the Government and other reputed
agencies.

Today, we stand as one of the most profitable players in the cement industry, with
sustainable high margins and strong financials backing our efforts. Our vision which
balanced the changing needs with our corporate imperatives, our organization has grown
over the years taking us to new heights and building onto our strengths. Today we stand on
a strong foundation of high organizational values and business ethics through which we
have cemented our growth.

Our business has year on year moved up the value chain with a consistent record of making
profits and paying dividends, making the company financially strong and stable. With a
total income of over Rs 2194 crores DCBL has business interests in two major segments,
Cement and Sugar. Our objective is to grow further and be among the top manufacturing
industries today. In this course, our cement business has grown with an increased
production capacity from 1.5 million tonnes [MT] in the past to the current installed
capacity of 9 MT. Also our sugar business since its commencement in 1994, has grown to
have three Integrated Sugar Mills in the State of Uttar Pradesh with total installed capacity
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of 22,500 tonnes of cane crush per day leading to sugar manufacturing of about 300,000
MT per annum, distillery capacity of 80 KL per day & cogeneration facility. With the
launch and commencement of its two Greenfield projects in the Kadapa district of Andhra
Pradesh and Ariyalur in Tamil Nadu with a total 5MN tonnes capacity, DCBL has expanded
its cement footprint in the Southern India. DCBL also holds a stake of 45.4 % in OCL India
Ltd., a major cement Player in the Eastern Region. Dalmia Cement now controls a cement
capacity of 21.8 million tonnes & has a strong presence in Southern & Eastern Regions of
the Country. This parabolic growth in last few years is a testament of our determination to
grow into a leadership position.

Our aim is to sustain the growth that we have witnessed for the past years as well as
forge ahead with the ambitious plan we have envisioned for ourselves with the help of
professional Management team under the guidance of the experienced promoters of the
Group.

Quality of our products and Innovation is what has made us, unique in the Indian
Cement Industry. We have given India several vital projects from dams to critical defense
installations and created special cements for special applications with newer and innovative
technologies. This spirit of innovation has fuelled the development of specialty cements for
special needs, – which includes strengthening Airstrips, concretizing Railway Sleepers,
cementing Oil Wells, etc. In this journey of success we have always been the benchmark of
the latest and best technology with an endurance to achieve noteworthy milestones.

The homegrown talent of its people has fueled the commendable growth of the
company. DCBL has been and is committed to its people, and considers them to be vital to
our success. To this end we focus on creating opportunities for growth and diversity for all
our employees. We foster an environment that is supportive of their personal and
professional development, so that they may maximise the opportunity to achieve their
career goals.

Being a value based organization our approach has been based on our guiding principles
of mutual respect, dignity, responsibility, ownership, commitment, honesty, initiative,
innovation, collaboration, and faith. This strong foundation is what has been leveraged for
attracting the best talents in the industry for decades to be part of the success and growth.
Looking ahead, the company expects to create leaders at every level, and evolve the

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company into a high productivity organization based on its strong ethos. We aspire to create
an organization that will continue to lead and strive to meet the expectations of its
customers, employees and shareholders for generations to come.

 Who We Are
 Financials & Other reports(DCBL)

 Our Defining Points

 About Dalmia Cement

 Our History

 Our Essence

 Our Programmes

 Our Vision

Our Programmes

DCBL has promoted 3 educational institutions and one Skill Training Centre in this rural
area for the development of youth. It strongly believes that the Nation will be worthy only
when its citizens are educated. All the above institutions cater to the needs of the rural
population.

Dalmia Higher Secondary School

This school was started in the year 1950 and offers education from 1st standard to +2
Standard. There are 1900 students studying in this school and teaches in both English and
Tamil media. 60 teaching staff and 15 non- teaching staff support the school. First 3 ranks
in +2 in the Educational district are from this school This school has continuously bagged
championship for all categories of sports for the past 10 years in the Educational District.
This school also is recognized by the District Administration for inculcating saving habits
among the students and teachers and has been awarded as the 'best school' in the District.
Extra auricular activities such as N.C.C., N.S.S. (National Service Scheme), Junior Red
Cross, Scout and Guides are well established.

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Vivekananda Matriculation School

This school was started in the year 1989 and offers child-oriented education from L.KG. to
X standard. This school offers education in English medium and is considered a premium
school in this Education District. This School produces 500 students of excellent quality
every year. The school concentrates on co-curricular activities like sports, debate, drawing,
painting, craft and fine arts and the students have won many prizes in inter-school and
district levels. Education of Character development and inculcating moral values among
students are the chief concern of the school management.

Corporate Contributions For Neighboring Schools

Apart from operating the above educational institutions, DCBL is constructing a school in
Palanganatham (neighboring village) with an investment of Rs. 8 lakhs. Further, about
35.schools, noon-meal shelters have been constructed to enable the children to have the
food in a clean atmosphere. Fifteen Schools in the neighbourhoods have been provided with
stools, benches and separators.

Cash Assistance For Poor Students

The company, through Rotary Club of Dalmiapuram, has been extending cash assistance to
the poor & deserving students. On an average, a sum of Rs. 1.30 lakhs is allocated for the
purpose of education of rural youth.

Industry Educational Institutions Interaction

DCBL also encourages students' visit to its factory to have a first hand glimpse of factory
situation and also interacts actively with the students and faculty members and apprises
them on the expectations of the industry.

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1.2 COMPANY PROFILE

About Dalmia Cement

We have been a leader in cement manufacturing since 1939. And, though the
modern cement manufacturing market in India is getting more and more competitive with
each passing day, we are only growing over time. Our cement plants in India have grown
manifolds in terms of capacity; we are also acquiring some new plants to increase the
volume and expand further.

We have cement manufacturing plants in southern states of Tamil Nadu

(Dalmiapuram & Ariyalur) and Andhra Pradesh (Kadapa), with a capacity of 9 million
tonnes per annum. A leader in cement manufacturing since 1939, DCBL is a multi spectrum
Cement player with double digit market share and a pioneer in super specialty cements used
for Oil wells, Railway sleepers and Air strips. We also hold a stake of 74 % in OCL India
Ltd., a major cement Player in the Eastern Region. Recently we have acquired the brands
Adhunik Cement & Calcom Cement in North East.The group now controls an expandable
capacity of 25 million tonnes.

Apart from world-class cement manufacturing plants in India, what makes us unique
as a cement manufacturer is our constant ability to innovate. On the key efficiency
parameters, we rank right up there with the best of cement companies in the industry. We
have set up over 53 windmills in Muppandal (Tamil Nadu) to generate inexpensive and eco-
friendly captive power for our plant. This power is wheeled through the State utility
transporter for consumption at the plant.

With the cement plants located close to their source of raw materials, we keep our
freight and transport costs low, giving it an edge over competition. Over 65 per cent of the
cement consumption in India is catered to by the retail segment where branding and
distribution are the critical drivers for leadership. And it is in this that we enjoy an edge
over our competitors. We are the only single unit cement manufacturer to successfully
market our brands in core markets at prices on par with those of large consolidated/national
players. In our focus area of Tamil Nadu and Kerala, which are among the fastest growing
in cement consumption, we enjoy a significant market share today. Our brands enjoy a very

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high recall among consumers and influencers while our relationships with our dealers are
very strong. In fact, in some cases these relationships go back three generations!

Our USP is innovation, which has given us a leadership position in niche but fast-
growing market segments.

Our History
Founded in 1935 by Jaidayal Dalmia; the cement division of DCBL was established
in 1939 and enjoys a heritage of 70 years of expertise and experience. We are headquartered
in New Delhi with cement, sugar, travel agency, magnesite, refractory and electronic
operations spread across the country.

The Dalmia Group had established four cement plants in pre-independence years,
two of which were affected by the partition and Independence. The two remaining plants
operate as Dalmia Cement and we have also made strategic investment in Orissa Cements
Limited(OCL). Managed by a professional team, we have sustained the path to innovation
and growth for seven decades.

Early on in our history we learnt that a strong business is an amalgamation of strong

relationships. The key to establishing such relationships is to learn from each other, to enjoy
a spirit of camaraderie, and to recognize and identify with their needs of the people we work
with. Today with their rich experience we have been able to broaden our horizons to include
a holistic approach to the best practices in the industry.

DCBL prides itself on having been at the forefront of pioneering and introducing
many new technologies, which exist today, which are followed by others in the industry.
DCBL has been and continues to be an industry leader in the niche market segments.

This timeline highlights some of the significant moments that took place over the
years and shows how our business has evolved.

Our Vision
To be a Leader in Building Materials Which Evokes Pride in All Stakeholders
through Customer Centricity, Sustainability, Innovation and Our Values.

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1.3 PRODUCT PROFILE

What is Cement?
Cement is a binding material, which is obtained by binding together calcareous
silicon is argillaceous raw material mixed in definite proportion and crushing the
resulting clinkers to a fine powder. Cement was first introduced into use by bricklayer
named “Joseph Asp din” in 1824. It is the most costly ingredient in concerts and is
available in a variety of forms. The properties of varies cements are dependent upon
chemical composition and the process adopted to manufacture and the degree of finest.
Limestone is the most important for cement products. It is also known as white gold.

Composition of Cement:
The ordinary cement contains two basic ingredients, namely, argillaceous and
calcareous. In argillaceous materials, the clay predominates and in calcareous materials,
the calcium carbonate predominates. A typical chemical analysis of good ordinary
cement along with the desired range is as follows:

Ingredient Percent Range

Lime (CaO) …………62 62 to 67

Silica (SiO2) ….. …….22 17 to 25

Alumina (Al2O3) ………..05 3 to 08

Calcium Sulphate (CaSO4)..………. 4 3 to 04

Iron Oxide (Fe2O3) …………3 3 to 04

Magnesia (MgO). …………2 0.1to 3

Sulphate (S).………………1 1 to3

Alkalies .…………………1 0.2 to 1

TOTAL: - 100

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Properties of Cement:
Following are the important properties of good cement which primarily depend
upon its chemical composition, through ness of burning and fineness of grinding:

1. It gives strength to masonry.

2. It is an excellent binding material.

3. It is easily workable.

4. It offers good resistance to moisture.

5. It possesses a good plasticity.

6. It stiffens or hardens early.

FUNCTIONS OF THE CEMENT INGREDIENTS:

LIME STONE (CAO):

This is the important composition of cement and its proportion is to be carefully

maintained. Lime is excess make the cement and sound and causes the cement to expand
and disintegrate on the other hand of lime is in deficiency. Strength on cement is
decreased and it causes cement to set quickly.

CALCIUM SULPHATE (CaSO4):

This is ingredient is in the form of gypsum and its functions are to increase the
initial time of cement.

ALKALIES:
The most of the alkalis present in raw materials are carried away by the flue
gases during heating and cement contains only a small amount of alkalis. If they are in
excess in cement, they cause a number of troubles such as alkali-aggregate reaction,
efflorescence and staining when used in concrete, brickwork or masonry mortar.

SILICA (SiO2):
This is also an important ingredient of cement and it gives or imparts strength to
cement due to the formation of dicalcium and tricalcium silicates. If silica is present in
excess quantity, the strength of cement increases but at the same time, is setting time is
prolonged.

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ALUMINA (Al2O3):
This ingredient imparts quick setting property cement. It acts as a flux and it
lowers the clinkering temperature. However, the high temperature is essential for the
formation of a suitable type of cement and hence, the alumina should not be present in
excess amount as it weakens the cement.

HARMFUL CONSTITUTENTS OF CEMENT:

The presence of the following two oxides adversely affects the quality of cement:

1. Alkali Oxides K2 and NaO2

2. Magnesium Oxide MgO

If the amount of alkali oxides exceeds 1 per cent, it leads to the failure of concrete
made from the cement. Similarly, if the content of magnesium oxide exceeds 5 per cent, it
causes cracks after mortar or concrete hardens. It is due to the fact that magnesium oxide.
Burned at a temperature of about 1500°C, slakes very slowly, when mixed with water.

SETTING ACTION OF CEMENT:

When water is added to cement, the ingredients of cement react chemically with
water and form various complicated chemical compounds. The formation of these
compounds is not simultaneous. But setting action of cement continues for a long time.
The mixing of cement and water results in a sticky cement paste and it goes on gradually
thickening till it achieves a rock-like state.

SITE FOR CEMENT FACTORY:

The location of cement factory should be decided carefully. Following are the
guiding factors which are to be paid attention to while making selection for site of a
proposed cement factory:

1. Climatic conditions.

2. Labour

3. Market

4. Power

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5. Raw materials

6. Transport facilities

7. Miscellaneous

Manufacturing Process:
There are two types of making cement namely the wet process and dry process.

Wet Process (Old Technology):

In the earlier part of the century i.e., from 1913 to 1960, the wet process was used
for the manufacture of cement. From 1913 onwards, the cement industry underwent a
number of changes mainly to suit the requirements of the manufactures and the govt.,
polices till early 1982.

Dry Process (Modern Technology):

In this process lime stone and clay are fed into a grinding mill. Where it is heated
dryad and reduced to a fine powder called low meal. In the modern dry process plants
the raw meal is mixed with water to form modules. These modules are then fed into a
moving grate. Though which hog gases from the rotary kiln are passed here they are
partially calcinated. The calcinated nodules then pass into a short rotary kiln where they
are burnt to form clinker in another method know is hum bold suspension
preheated system. The raw meal is fed into that op most of series of (cyclones) heating
towers. Thought, which is made not in the process, finally enters a short rotary kiln to be
burnt into burnt into clinker.

The clinker obtained by their process is allowed to cool then fed into grinding mill
here along with a small quantity of gypsum. It is reduced to a very time power. Gypsum;
is added to cement in order to control the setting time of current during the placing of
concrete and water the cement produced will be stocked and conveyed for packing.

Packing of Cement:
The packing of cement is mostly done in our country in conventional jute or gunny
bags. These bags have proved to be satisfactory containers as their shape and size make
them convenient to handle. If properly handled, they may make three to five trips from
the factory to the cement users. However, the main drawbacks of such type of packing are
as follows:

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1. At every point of handling, some portion of cement contained in jute bag is wasted.

2. Even after emptying the cement bag, small quantity of cement remains in the bag and it
is thus not possible to take advantage of the full contents of the bag.

3. Even after emptying the cement bag, small quantity of cement remains in the bag and it
is thus not possible to take advantage of the full contents of the bag.

4. Such type of packing leads to the air pollution.

5. The handling of jute bags proves harmful to the health of labourer also as he inhales a
considerable amount of cement particles during the transport of such bags.

6. The quality of cement is affected due to entry of moisture from the atmosphere.

TYPES OF CEMENT:
I. Ordinary Port Land Cement:
This is mixture of calcareous (Lime stone, marble, Chalk etc.,) and argillaceous
(clay, shale etc.,) to which other material like silica, aluminum or iron oxide is added.
There are burnt at a clinkering temperature and the resulting clinker is then ground. After
burning only gypsum or air entraining agent is added.

II. Port Land Slag Cement:

A fine mixture of Portland cement clinker and granulated blast furnace slag
Portland slag cement, the clinker for this form is manufactured in the same manner as for
ordinary port hand cement. The granulated blast furnace slag is a non-metallic product
obtained by rapidly. Chilling or dropping in water, steam or air. The molten slag taped
from the blast furnace of steel plant. The slag constituent should be less than 25% or more
than 65% of the port land slag constituent should be less than 25% or more than 65% of
the port land slag cement to comply with the requirements under IS: 455 - 1976, though
Portland slag cement can be used as a substitute for ordinary Portland cement, its special
properties make it highly suitable for marine structure for structure involving large masses
of concretes such as dams, retaining walls bridge abutments, for municipal works.

III. Portland Pozzolana Cement:

This is manufactured in two ways, either by grinding together port land cement
clinker and pozzalana, Used 10% to 25% by weight of cement. Since the physically
qualities of ordinary Portland cement are almost similar, photo land pozzalana cement

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increased impermeability lower heat by hydration, lower draying shrinkage, reduced

alkaline aggregate expansion and improved resistance to aggressive chemical agencies. In
mass concrete construction photo land pozzalana cement concretes have shown better
resistance to creaking then the ordinary Portland cement concretes. The resistance of
photo land pozzalana cement to sulfate attack and seawater is similar to that of sulfate
assisting Portland cement.

IV RAPID - Harden Portland Cement:

It is from ordinary Portland cement firstly is container a higher percentage of Dry
calcium silicate, and secondly, it is more finely ground that ordinary Portland cement
rapid-hardening Portland, true top its name attains in just 3 days. The compressive strength
of ordinary Portland cement could normally attain in 7 days. This cement is used when a
structure is required to carry loads earlier than that would be possible with the use of
ordinary Portland cement for example for roads, air fields and concrete products industry.

V High - Alumina Cement:

The major ingredient in their type of cement is hydraulic calcium eliminates. It
hardens very rapidly in 1 day, strength equivalent by ordinary Portland cement in about
28 days. It is not recommended for structural use; through it has a high resistance to
chemical attack by seawater and sulphate bearing soils. It makes a good refractory
concrete when used with crushed bricks.

VI. Oil-Well Cement:

This is a special kind of cement for use in drilling of oil wells in the space between
the steel liming tubes and the well walls. It sets slowly in order to give slurry make with
it, sufficient time to reach the large depths of the oil wells. However once it seeks
develops strength rapidly and remains stable at high temperature.

VII WHITE Cement:

This is primarily used for decorative purposes and also in the manufacturing of
tiles. The raw material is so chosen that the maximum iron oxide content in strictly
limited to 1%. A variety of colors can be obtained by the addition of pigments.

VIII Acid Resistant Cement:

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With a predominant base of silicates it is characterized by a quick set, good

mechanical strength and a high resistance to most acids, corrosive organic chemical
minerals oils and greases. It is used for binding and joining acid proof bricks and titles,
construction of acid resistant industrial floorings.

USES OF CEMENT:
At present, the cement is widely used in the construction of various engineering
structures. It has proved to be one of the leading engineering materials of modern times
and has no rivals in production and applications. Following are various possible uses of
cement:

1. Cement mortar for masonry work, plaster, pointing, etc.,

2. Concrete for laying floors, roofs and constructing lintels, beams, weather sheds, stairs,
pillars etc.,

3. Constructions of important engineering structures such as bridges, culverts, dams,

tunnels, storage reservoirs, light houses, docks, etc.,

4. Constructions of water tanks, wells, tennis courts, septic tanks, lamp posts, roads,
telephone cabins, etc.,

5. Making joints for drains, pipes, etc.,

6. Manufacture of precast pipes, piles, garden seats, artistically designed urns, flower
pots, etc., dust bins, fencing posts, etc.,

7. Preparation of foundations, watertight floors, footpaths, etc.,

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CHAPTER-II
REVIEW OF LITERATURE

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CHAPTER-II
REVIEW OF LITERATURE

Employee retention is one of the hottest management topics in the United States for
good reason; it is impacting employers on a daily basis. The number of qualified applicants
available for vacant positions is currently in decline and employers are finding it difficult to
hire new employees and to keep employees over the long run.

Let Us see what “Employee Retention” used to mean

This entails understanding just a little history. The term “employee retention”
First began to appear with regularity on the business scene in the 1970s and early 1980s.
Until then, during the early and mid 1900s, the essence of the relationship between
employer and employee had been a statement of the status quo:
‘You come work for me, do a good job, and, so long as economic conditions allow, I will
continue to employ you’.
It was not unusual for people who entered the job market as late as the 1950s and
1960s to remain with one employer for a very long time sometimes for the duration of their
working life. If they changed jobs, it was usually a major career and life decision, and
someone who made many and frequent job changes was seen as somewhat out of the
ordinary.
As a natural result of this “status quo” Employer-employee relationship, an employee
leaving his or her job voluntarily was seen as an aberration, something that shouldn’t really
have happened. After all, the essence of “status quo” is just that little or nothing should
change in the relationship and leaving was a pretty big change!

What is Employee Retention Today?

According to The HR Priorities Survey from ORC Worldwide an HR consulting and

data services firm, nearly 62 percent of respondents to their survey opined that talent
management will be the most pressing strategic issue they face in year. The findings of the
survey also indicated that 33 percent of talent management programs include workforce
acquisition, assessment, development, and retention as areas that will consume most of the
survey respondents' time this year 2007.

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Retention has emerged as the focus of much time and attention in recent years,
particularly as part of talent management programs, and so much is known about it that the
HR practitioner who tries to integrate it into a talent program may grow bewildered by the
huge volume of research about it.

Employee retention is more than just keeping employees on the job. It is also about
sustaining employees, primarily by enhancing their job satisfaction. Job satisfaction, in turn,
can increase productivity and keep employees energized and motivated to give their best.
Job satisfaction can equate to employees who stick with their current employer and strive to
perform at or above expectations and standards.

Employee retention is commonly considered to mean the ability to maintain a stable

workforce. It is often linked to morale and to organizational productivity. Retention is thus
the opposite of turnover, a well-known concept. In addition the perception of having a job
for life in a public sector role no longer exists. The trend for the younger generation of
workers is to shift from job to job and this is becoming a norm of society.
Companies that can recruit the best talent and retain them will have an edge in the
long run.
“Today talented persons are like frogs in a wheelbarrow, which can jump at any point of
time when they sense opportunities”.

Reasons for its Increasing Relevance:

Average employee turnover is 14.4% annually, according to the Bureau of National

Affairs. And, turnover rates are on the rise, the Bureau now reports; turnover also varies
widely among different industries.
The blow to morale and increased job stress when remaining employees are burdened
with the distribution of the departed employee’s workload, the negative impact on customer
service is a direct result of their high turnover.
Replacement costs for a departing employee are estimated at one-third of his or her
salary. Even at the former minimum wage, the cost to replace an employee is $3,700. The
US Department of Labor’s Bureau of Labor Statistics estimates average costs to replace a
worker in private industry at $13,996. This also leads to future turnover of employees who
are lured to other organizations by their friends who have departed.

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Estimates have determined that lost knowledge that leaves with the departing
employee can be as high as 50% of the exiting employee’s salary for one year of service;
and, this figure grows by 10% for each year of employment.
On average, 30% of a financial advisor’s clients will move with their advisor if he or
she changes firms. Taking a fairly conservative estimate that the financial loss from one
employee is equal to his or her annual salary, the negative financial impact of turnover to
the bottom line can be substantial.
In-depth interviews by the Gallup Organization of over 80,000 managers
in over 400 organizations and offers the following finding: “<It tells us
that people leave managers, not companies. So much money has been thrown at the
challenge of keeping good people in the form of better pay, better perks, and better training
when, in the end, turnover is mostly a manager issue. If you have a turnover problem, look
first to your managers.”

Most of the HR functions of IT organizations spend more than 50 % their time and
energy in hiring new resources without investing much time in the way their human
resources can be retained. Fact is, it takes 25 to 30 % more for organization to retain the
existing qualified resource as compare to spending more than 50 % in getting new resource
as a replacement of an existing resource.
And the recent turnover figures about U.S. are Overall U.S. voluntary turnover
increased slightly to 23.4% annually, up from 22.7% the previous year. The highest
turnover by far is still in the Accommodation and Food Services sector at 56.4% and the
Leisure and Hospitality sector at 52.2%. Sectors that saw the highest increase in turnover
were Accommodation and Food Services, up 7% from the previous year, Leisure and
Hospitality, up 5.4% and Information, up 4.5%.
The only sectors seeing a (slight) decrease in turnover were Real Estate, Natural
Resources and Mining, and Professional and Business Services. In the Government sector,
turnover was up slightly at 8.2% with the Federal sector increasing the most to 9.3% up
from 5.7%. Regionally, all areas were up slightly except the Northeast which saw a slight
decrease.

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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.

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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, etc.,

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

MANAGERS ROLE IN RETENTION

When asked about why employees leave, low salary comes out to be a common
excuse. However, research has shown that people join companies, but leave because of what
their managers’ do or don’t do. It is seen that managers who respect and value employees’
competency, pay attention to their aspirations, assure challenging work, value the quality of
work life and provided chances for learning have loyal and engaged employees. Therefore,
managers and team leaders play an active and vital role in employee retention.

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Managers and team leaders can reduce the attrition levels considerably by creating a
motivating team culture and improving the relationships with team members. This can be
done in a following way:

 Creating a Motivating Environment: Team leaders who create motivating

environments are likely to keep their team members together for a longer period of time.
Motivation does not necessarily have to come through fun events such as parties,
celebrations, team outings etc. They can also come through serious events e.g. arranging
a talk by the VP of Quality on career opportunities in the field of quality. Employees who
look forward to these events and are likely to remain more engaged.
 Standing up for the Team: Team leaders are closest to their team members. While they
need to ensure smooth functioning of their teams by implementing management
decisions, they also need to educate their managers about the realities on the ground.
When agents see the team leader standing up for them, they will have one more reason to
stay in the team.
 Providing coaching: Everyone wants to be successful in his or her current job.
However, not everyone knows how. Therefore, one of the key responsibilities will be
providing coaching that is intended to improve the performance of employees. Managers
often tend to escape this role by just coaching their employees. However, coaching is
followed by monitoring performance and providing feedback on the same.

 Delegation: Many team leaders and managers feel that they are the only people who can
do a particular task or job. Therefore, they do not delegate their jobs as much as they
should. Delegation is a great way to develop competencies.

 Extra Responsibility: Giving extra responsibility to employees is another way to get them
engaged with the company. However, just giving the extra responsibility does not help. The
manager must spend good time teaching the employees of how to manage responsibilities
given to them so that they don’t feel over burdened.

 Focus on future career: Employees are always concerned about their future career. A
manager should focus on showing employees his career ladder. If an employee sees that his
current job offers a path towards their future career aspirations, then they are likely to stay
longer in the company. Therefore, managers should play the role of career counselors as
well.

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CHAPTER-III
RESEARCH METHODOLOGY

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CHAPTER-III
RESEARCH METHODOLOGY

3.1 NEED FOR THE STUDY

This study will look at employee retention. A random sample of 100 people from
varying occupations in non-management positions will be surveyed to learn about their
perceptions about job satisfaction as it relates to employee retention.
Results will be collected; analyzed and descriptive data will be presented. The study
will include recommendations for better practices aimed at identification of effective
occupational strategies to aid in retaining employees through job satisfaction.

Assumptions
The following are assumptions upon which this study is based:
1. Employee retention and job satisfaction are linked.
2. Identification of employee perceptions about job satisfaction will offer a basis for
identifying recommendations for practice, this will contribute, to job satisfaction.
3. The use of a questionnaire to determine employee satisfaction perceptions will result in
honest and useful feedback for purpose of analysis.

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3.2 SCOPE OF THE STUDY

The project has been prepared with an intention to make one realize and understand
the significance of employee retention. Employee retention has become a major goal of the
organization. Initially recruitment was only talked about, but now in today’s corporate
world recruitment has become just as a part of HRM. Major importance is attached to
employee retention. The project is not only aims to present the theoretical aspects as well. A
survey has been done to understand the strategies followed by organization to ensure
employee retention.

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3.3 OBJECTIVE OF THE STUDY

 To study whether the employees are satisfied with working conditions.

 To study whether the employees are satisfied with the benefits provided by the organization.
 To study about the career developmental activities at Dalmia Cement (Bharat) Limited.
 To study opinion of employees on job security at Dalmia Cement (Bharat) Limited.
 To study about the welfare programmes of the employees at Dalmia Cement (Bharat)
Limited.

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3.4 RESEARCH METHDOLOGY

Research methodology is considered as the nerve of the project. Without a proper
well-organized research plan, it is impossible to complete the project and reach to any
conclusion. The project was based on the survey plan. The main objective of survey was to
collect appropriate data, which work as a base for drawing conclusion and getting result.
Therefore, research methodology is the way to systematically solve the research
problem. Research methodology not only talks of the methods but also logic behind the
methods used in the context of a research study and it explains why a particular method has
been used in the preference of the other methods.
Research Design:
Research design is important primarily because of the increased complexity in the
market. In fact, it is the key to the evolution successful of companies. It is an important tool
to study the employee retention strategies. A research design specifies the methods and
procedures for conducting a particular study. According to Kerlinger, ‘research design is a
plan, conceptual structure, and strategy of investigation conceives as to obtain answers to
research questions and to control variance.
Research Design specifies methods and procedures for study. In this study the
company designs new strategies for employee retention.

Source of data:
Research design specifies the method and procedures for the collection and analysis
of the data in the manner that aims to combine relevance to the research purpose.
Data collection:
The data for the proposed study was collected from one source Primary data.
Primary Data:
It includes collection of first hand information from the response who is concerns
with the market research.
E.g. Survey, Questionnaire.
Secondary Data:
It includes collection of data from other source which is concerned with the market
research.
E.g. Books.

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3.5 LIMITATINS OF THE STUDY

 Due to the time constraint, the sample size has been restricted to limited sample of
100.

 Since names are mentioned in all of the questionnaires, most of the employees
answered favorable to the company. This might have led to wrong finding in the
study.

 The employees were available only during the working hours they could not
interviewed effectively.

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CHAPTER-IV

DATA ANALYSIS & INTERPRETATION

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4.1 Have you satisfied with the with the incentive and bonus schemes implemented in
the company?

TABLE-4.1

Options No. Of Respondents Percentage(%)

Highly Satisfied 7 14

Satisfied 39 78

Dissatisfied 3 6

Highly Dissatisfied 1 2

Source: Primary Data

GRAPH-4.1

Interpretation:

78% of the respondents are satisfied with the incentive and bonus scheme of the
company among them 14% are highly satisfied.

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4.2 Is your superior is motivating you?

TABLE-4.2

Options No. of Respondents Percentage

Yes 39 78

No 11 22

Source: Primary Data

GRAPH -4.2

Interpretation: employees stated that their superior is motivating them and few of the
employees responded that their superior is not motivating them.

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4.3 Have you satisfied with the job provided to you?

TABLE-4.3

Options No. Of Respondents Percentage

Highly Satisfied 7 14

Satisfied 37 74

Dissatisfied 6 12

Highly Dissatisfied 0 0

Source: Primary Data

GRAPH -4.3

Interpretation: Majority of the employees are satisfied with the job provided to them.

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4.4 Is the company is taking into consideration about employee job satisfaction?
TABLE-4.4

Options No. of Respondents Percentage

Yes 43 86

No 7 14

Total 50 100

Source: Primary Data

GRAPH -4.4

Interpretation:
The company is taking into consideration of job satisfaction of their
employees as a major.

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4.5 Do you people have an opportunity to participate in decision making activity of the
company?
TABLE-4.5

Options No. of Respondents Percentage

Yes 36 72

No 14 28

Total 50 100

Source: Primary Data

GRAPH -4.5

Interpretation:
Majority of the employees had expressed that they had an opportunity
to participate in decission making activity of the company.

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4.6 How do you rate the infrastructure and equipments provided to you by the
company?
TABLE-4.6

Options No. of Respondents Percentage

Excellent 2 4

Very Good 19 38

Good 23 46

Poor 6 12

Worst 0 0

Total 50 100

Source: Primary Data

GRAPH -4.6

Interpretation : The employees in the organisation felt that the infrastructure and
equipments provided by the company is good.

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4.7 Is it important that appreciation for your work from your superior?
TABLE-4.7

Options No. of Respondents Percentage

Yes 43 86

No 7 14

Total 50 100

Source: Primary Data

GRAPH -4.7

Interpretation: Majority of the respondents feel that appreciation from the

superiors is very importtant for their contribution to the organisation.

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4.8 Do you agree with criteria of performance appraisal system used by the company to
evaluate employee performance?
TABLE-4.8

Options No. Of Respondents Percentage

Strongly Agree 5 10

Agree 39 78

Disagree 3 6

Strongly Disagree 3 6

Total 50 100

Source: Primary Data

GRAPH -4.8

Interpretatin:
Majority of the employees are satisfied with the performance appraisal
system used by company to evaluate the performance of the employees.

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4.9 Whether company is providing any rewards and recognition for employee
performance?
TABLE-4.9

Options No. of Respondents Percentage

Yes 41 82

No 9 18

Total 50 100

Source: Primary Data

GRAPH -4.9

Interpretations:
Majority of the employees agreed that the company is providing rewards and
recognitions for the efficient and effective employees.

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4.10 Have you satisfied with the promoion criteria of the company?
TABLE-4.10

Options No. Of Respondents Percentage

Highly Satisfied 5 10

Satisfied 32 64

Dissatisfied 9 18

Highly Dissatisfied 4 8

Total 50 100

Source: Primary Data

GRAPH -4.10

Interpretations:
Few of the employees are not satisfied with the promotion criteria of the
company and rest of the employees are satisfied.

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4.11.Does the company is providing any stressfree programs?

TABLE-4.11

Options No. of Respondents Percentage

Yes 31 62

No 19 38

Total 50 100

Source: Primary Data

GRAPH -4.11

Interpretation:
Few of the respondents stated that the company is not conducting any stressfree
programs.

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4.12. Does the company is conducting any counseling sessions for the employees
who are facing the problems either personally or professionally?
TABLE-4.12

Options No. of Respondents Percentage

Yes 34 68

No 16 32

Total 50 100

Source: Primary Data

GRAPH -4.12

Interpretation:
Some of respondents stated that the company is not conducting any
stressfree programs to refresh the employees from the stress and tensions.

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4.13. Does the company is implementing “job rotation” method to avoid the boredom in
employees?
TABLE-4.13

Options No. of Respondents Percentage

Yes 23 46

No 27 54

Total 50 100

Source: Primary Data

GRAPH -4.13

Interpretation:
Morethan half of the respondents stated that the company is not implementing job
rotation to avoid boredom in employees.

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4.14..Have you satisfied by the fringe benefits provided by the company?

TABLE-4.14

Options No. Of Respondents Percentage

Highly Satisfied 3 6

Satisfied 42 84

Dissatisfied 2 4

Highly Dissatisfied 3 6

Total 50 100

Source: Primary Data

GRAPH -4.14

Interpretation:
The company ha considered by their performance, providing the
fringebenefits is at satisfactory level. .

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4.15.Does the company is implementing “Job Enlargement” and “Job Enrichment”

schemes to enhance and empower the skills and knowledge of the the employees?
TABLE-4.15

Options No. of Respondents Percentage

Yes 36 72

No 14 28

Source: Primary Data

GRAPH -4.15

Interpretation:
Few of the respondents stated that the company is not implementing job
enlargement and enrichment to improve the skills and knowledge of the employees.

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4.16. Have you satisfied with the leave rules of the company?
TABLE-4.16

Options No. of Respondents Percentage

Highly Satisfied 4 8

Satisfied 33 66

Dissatisfied 8 16

Highly Dissatisfied 5 10

Source: Primary Data

GRAPH -4.16

Interpretation:
Few of the employees are not satisfied with the leave rules of the company
where some of the employees are satisfied.

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4.17.Have you satisfied with the pay scale of the company?

TABLE-4.17

Options No. of Respondents Percentage

Highly Satisfied 2 4

Satisfied 33 66

Dissatisfied 11 22

Highly Dissatisfied 4 8

Source: Primary Data

GRAPH -4.17

Interpretation:
Few of the employees are not satisfied with the pay scale of the company.

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4.18.Have you satisfied with the safety and security measures provided by the
company?
TABLE-4.18

Options No. of Respondents Percentage

Highly Satisfied 9 18

Satisfied 33 66

Dissatisfied 8 16

Highly Dissatisfied 0 0

Source: Primary Data

GRAPH -4.18

Interpretation:
Majority f the employees are satisfied with the safety and security measures taken
by the company.

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4.19.Does the organisation conducting training and development programs if any

new technologies are adopted?
TABLE-4.19

Options No. of Respondents Percentage

Yes 39 78

No 11 22

Source: Primary Data

GRAPH -4.19

Interpretation:
Most of the emplyees expressed that the company is conducting training and
development if any new technology is adopted but few of them are not accepting.

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4.20.Now-a-days people like to work in cities. Is your company took any

precautions or steps to stop tou and induc people to work in the same organisation
for long period?
TABLE-4.20

Options No. of Respondents Percentage

Yes 22 44

No 28 56

GRAPH -4.20

Interpretation:
Majority of the employees stated that the company is not taking any
precautions to induce the people to work in same organisation for a longer period of
time.

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4.21.Have you satisfied with the working schedule of your organisation?

TABLE-4.21

Options No. of Respondents Percentage

Yes 45 90

No 5 10

Source: Primary Data

GRAPH -4.21

Interpretation:
Majority of the respondents are satisfied with the working schedule of the
company.

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4.22.How do you rate the working environment maintained by your organisation?

TABLE-4.22

Options No. of Respondents Percentage

Excellent 5 10

Very Good 21 42

Good 24 48

Poor 0 0

Worst 0 0

Source: Primary Data

GRAPH -22

Interpretation:
All the respondents are happy towards their management by maintaining a
hygiene working environment.

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4.23.Are you willing to leave the company?

TABLE-4.23

Options No. of Respondents Percentage

Yes 9 18

No 41 82

Source: Primary Data

GRAPH -4.23

Interpretation:
Few of the employees are willing to leave the organisation because of their
disatisfaction in the organisation.

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EMPLOYEE RETENTION

CHAPTER-V
FINDINGS, SUGGESTIONS & CONCLUSION

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EMPLOYEE RETENTION

FINDINGS
 90% of the employees are satisfied with working schedule of the
organization.
 78% of the employees are satisfied with their superior’s motivation.
 78% of the employees are satisfied with the training and development
programs conducted by the company.
 38% of the employees have responded that the company is not conducting
stress free programs to all the employees.
 32% of the respondents stated that the company is not providing any
counseling sessions to relieve their employees from personal and
professional problems.
 54% of the respondents told that the company is not implementing job
rotation to avoid the boredom in employees.
 More than 30% of the employees are not satisfied with their pay scale.
 56% of the respondents said that the company is not taking any precautions
to make the employees for to stay longer period of time.
 18% of the employees are willing to leave the organization.
 28% of the employees did not participate in decision making activity of the
organization.

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SUGGESTIONS
 It is better to conduct the counseling and stress free programs to refresh employees
from both personal and professional problems.
 The management has to consider the pay scale if the employees proved themselves.
 Proper implementation of the job rotation and job enlargement and enrichment can
make the employees to feel, their career development is possible in the organization.
 To retain the employees providing benefits to their employees is a best solution.
 The management has to provide an opportunity to the employees to participate in
decision making they will show enthusiasm to work in the organization.
 In order to make the employees not to leave the organization the management has to
build the good relationship with the employees.
 Employee loyalty towards the organization can be built by providing the job security
to the employees.

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CONCLUSION

Since the employees are willing to leave the organization the management has to
consider it because employee retention is crucial for the long-term health and success of the
business. Managers readily agree that retaining best employees ensure customer
satisfaction, product sales, and good will of the organization.
In a nutshell “if you truly respect, appreciate and treat your employees
wonderfully, you will never lose them”.

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ANNEXURE

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QUESTIONNAIRE
A STUDY ON EMPLOYEE RETENTION IN DALMIA CEMENT LTD

Name of the Employee:

Designation

Department

Educational Qualification:

Gender:

Age:

1 .Your association with HUL is since

a) <2 years b) 2-4 years c) <4-6 years d)>6 years

2. Where do you rate working conditions at HUL?

A) Excellent b) Good c) Average d) Poor

3. Where do you rate career developmental activities at HUL?

A) Excellent b) Good c) Average d) Poor

4. To what extent does management support and encourage employees to work?

a) Completely b) Partially c) Somewhat d) Not at all

5. Is the training given to you is sufficient to improve your skills?

a) Yes b) to some extent c) no d) I can’t say

6. Is your performance being monitored periodically?

a) Yes b) to some exten c) no

7. Do you have job satisfaction?

a) Yes b) to some extent c) no

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8. What are you expecting from your organization?

a) Power b) salary hike c) promotion d) other

9. Do you feel that there is job security in the organization?

a) Yes b) to some extent c) no

10. Do you have work stress in the organization?

a) Yes b) to some extent c) no

11. Are you satisfied with the working hours of the organization?

a) Yes b) to some extent c) no

12. Do you think that organization is paying you fairly?

a) Agree b) moderately agree c)disagree

13. Are you satisfied with employee benefits provided by the organization?

A) Completely b) Partially c) Not at all

14. Are you expecting more profits from the company?

a) Yes b) no

15. How do you rate the employee welfare programs in the organization?

A) Excellent b) good c) satisfactory d) bad

16. The mentoring you are currently receiving from our senior peers is?

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied

17. Freedom to arrange your work is

a) Highly satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied

18. Your chances of promotion based on performance appraisal is

a)High b)Medium c) Low

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19. How frequently you are being recognized whenever you have done a good job?

a) Every time b) Rather often c) Sometimes d) Not at all

20. Are your personal goals are satisfied by the organization?

a) Yes b) No

21. Rate your satisfaction levels on the following issues in your organization

Team Work a) High b) Medium c) Low

Communication a) High b) Medium c) Low

Participative Decision Making a) High b) Medium c) Low

22. Would you leave this organization if you get another job?

a) Yes b) No

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BIBLIOGRAPHY

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EMPLOYEE RETENTION

BIBLIOGRAPHY

BOOKS
・ Human Resource Management C.B.Memoria
・ Research methodology C.R.Kothari
・ Journals, Newspaper and Internet

WEBSITES

www.dalmia.com
www.yahoo.com
www.google.com
www.wikipedia.com

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