Table of Contents

Sl. No Chapter No. Contents Page No.

1 Definition
2 Process
3 Types
4 Introduction Approaches
5 Methods
6 Importance
7 Challenges & Measures
Chapter - 1 05 to 21
8 Company Profile
9 Need
10 Scope
11 Statement Problem
Research Methodology
12 Objectives
13 Limitations
14 Research Design
15 Chapter - 2 Review of Literature 22 to 29
16 Chapter - 3 Data Analysis & Interpretation 30 to 52

17 Chapter - 4 Findings, Recommendations & Conclusion 53 to 55

18 Appendix
Chapter - 5 56 to 57
19 Bibliography

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 List of Tables
Sl. Table Page
No No Title No.
1 3.1 Familiarity with roles & responsibilities 31
2 3.2 Authority, Responsibility & Accountability 32
3 3.3 Chance of new roles 33
4 3.4 Addressing stress 34
5 3.5 Job rotation & development 35
6 3.6 Identification of Skills 36
7 3.7 New opportunities 37
8 3.8 Superior guidance 38
9 3.9 Grievance redressal 39
10 3.1 Utilization of services 40
11 3.11 Job satisfaction 41
12 3.12 Support & Cooperation 42
13 3.13 Rewards & Recognition 43
14 3.14 Job security 44
15 3.15 Pride of working 45
16 3.16 Career growth 46
17 3.17 Health & Insurance policy 47
18 3.18 Health benefits 48
19 3.19 Transport facility 49
20 3.2 Accommodation facility 50
21 3.21 Education facility 51
22 3.22 Recreation facilities 52

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 List of Figures
Sl. Table Page
No No Title No.
1 3.1 Familiarity with roles & responsibilities 31
2 3.2 Authority, Responsibility & Accountability 32
3 3.3 Chance of new roles 33
4 3.4 Addressing stress 34
5 3.5 Job rotation & development 35
6 3.6 Identification of Skills 36
7 3.7 New opportunities 37
8 3.8 Superior guidance 38
9 3.9 Grievance redressal 39
10 3.1 Utilization of services 40
11 3.11 Job satisfaction 41
12 3.12 Support & Cooperation 42
13 3.13 Rewards & Recognition 43
14 3.14 Job security 44
15 3.15 Pride of working 45
16 3.16 Career growth 46
17 3.17 Health & Insurance policy 47
18 3.18 Health benefits 48
19 3.19 Transport facility 49
20 3.2 Accommodation facility 50
21 3.21 Education facility 51
22 3.22 Recreation facilities 52

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 Abstract
During the past decade, employee turnover has become a very serious problem for organizations.
Managing retention & keeping the turnover rate below target & including norms is one of the
most challenging issues facing business. All indications point toward the issue compounding in
the future and even as economic time change, turnover will continue to be an important issue for
most job groups. The causes of turnover are not adequately identified & solutions are often not
matched with the causes, so the fail. Preventive measures are either not in place or do not target
the issue properly, and therefore have little or no effect, and a method for measuring progress &
identifying a monetary value (ROI) on retention does not exists in most organizations. Managing
employee retention is a practical guide for manager to retain their talented employees. It shows
how to manage & monitor turnover and how to develop the ROI of keeping their talent using
innovative retention program.

Employees are the most important and valuable assets of an organization. Organizations today
are doing their best to hold on to their employees. Retaining them is as important as hiring them
in the first place. Retention is the next challenge after hiring the employees. Retention is
important because to make good people stick in the organization.

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 CHAPTER -1
INTRODUCTION

1. Introduction
Employees today are different. They are not the ones who don’t have good opportunities in hand.
As soon as they feel dissatisfied with the current employer or the job, they switch over to the
next job. It is the responsibility of the employer to retain their best employees.

1.1 Definition

“Employee retention is a process in which the employees are encouraged to remain with the
organization for the maximum period of time or until the completion of the project. Employee
retention is beneficial for the organization as they’ll as the employee”.

“Employee retention refers to policies and practices companies use to prevent valuable
employees from leaving their jobs”.

1.2 Process
Conduct job analysis audits to provide realistic job previews. Conduct job analysis audits
with behavioral assessments, cognitive reasoning assessments, job simulations, and hard skills
assessments (i.e., computer skills, etc.) to objectively define the core competencies required for
success in each role (competency modeling). This helps in providing a realistic job preview for
candidates and managers. Often, what managers think they need for a certain role is different
from what they actually need.

Implement a well-designed assessment and selection process. Include behavioral assessments

and structured behavioral interviewing techniques to increase the likelihood of hiring people who
can, and will, do the job at a high level in your environment and for your managers (job fit
assessment).

Provide good employee orientation. The people you hire today are, potentially, your greatest
resource for corporate success in the years ahead. As a senior leader, your participation in new
employee orientation sends a vital cultural and leadership message: "We're all involved here in

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the drive toward what we want to be in the future." Everyone—even the newest employee—has
value.

Implement programs for employee training and development. Provide ongoing professional

development to show your willingness as an organization to develop your greatest asset—your
people.

Improve manager and employee relationships. Concentrate on the people who stay with you
to learn what makes them happy … then give them more of it! "People leave managers, not
companies. If you have a turnover problem, look first at your managers," Marcus Buckingham
and Curt Coffman wrote in First, Break All the Rules.

Provide an equitable or fair pay system. Be competitive!

Encourage succession planning. Identify roles for which employees may be suited in the future
and work with them on designing their succession plan within the organization. Invest in cross-
training, job shadowing, coaching, mentoring, and cross-experience.

1.3 Types
Onboarding and orientation

Every new hire should be set up for success from the start. Your onboarding process should
teach new employees not only about the job but also about the company culture and how they
can contribute to and thrive in it. Don’t skimp on this critical first step. The training and support
you provide from day one, whether in person or virtually, can set the tone for the employee’s
entire tenure at your firm.

Mentorship programs

Pairing a new employee with a mentor is a great component to add to your extended onboarding
process, especially in a remote work environment. Mentors can welcome newcomers into the
company, offer guidance and be a sounding board. And it’s a win-win: New team members learn
the ropes from experienced employees, and, in return, they offer a fresh viewpoint to their
mentors.

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But don’t limit mentorship opportunities to new employees. Your existing staff — and your
overall employee retention outlook and team’s job satisfaction — can significantly benefit from
mentor-mentee relationships.

Employee compensation

It’s essential for companies to pay their employees competitive compensation, which means
employers need to evaluate and adjust salaries regularly. Even if your business can’t increase pay
right now, consider whether you could provide other forms of compensation, such as bonuses.
Don’t forget about improving health care benefits and retirement plans, which can help raise
employees’ job satisfaction, too.

Perks

Perks can make your workplace stand out to potential new hires and re-engage current staff
while boosting employee morale. According to research for our Salary Guide, flexible schedules
and remote work options are the perks many professionals value most. In addition, about a third
of the professionals we surveyed said paid parental leave is a big plus.

Wellness offerings

Keeping employees fit — mentally, physically and financially — is just good business. Many
leading employers expanded and improved their wellness offerings during the pandemic to help
employees feel supported and prioritize their well-being. Stress management programs,
retirement planning services and reimbursement for fitness classes are just some examples of
what your business might consider providing to employees.

Communication

The shift to hybrid and remote work has underscored the importance of good workplace
communication. Your direct reports, whether they work on-site or remotely, should feel they can
come to you with ideas, questions and concerns at any time. And as a leader, you need to make
sure you’re doing your part to help promote timely, constructive and positive communication
across the entire team. Make sure you proactively connect with each team member on a regular
basis, too, to get a sense of their workload and job satisfaction.
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Continuous feedback on performance

Many employers are abandoning the annual performance review in favor of more frequent
meetings with team members. In these one-on-one meetings, talk with your employees about
their short- and long-term professional goals and help them visualize their future with the
company. While you should never make promises you can’t keep, talk through potential career
advancement scenarios together and lay out a realistic plan for reaching those goals.

Training and development

As part of providing continuous feedback on performance, you can help employees identify areas
for professional growth, such as the need to learn new skills. Upskilling your employees is
especially important today as technology continues to change how we work. When people
upskill, they gain new abilities and competencies as business requirements evolve.

Make it a priority to invest in your workers’ professional development. Give them time to attend
virtual conferences, provide tuition reimbursement or pay for continuing education. Also, don’t
forget about succession planning, which can be a highly effective method for advancing
professional development and building leadership skills.

Recognition and rewards systems

Every person wants to feel appreciated for the work they do. And in today’s “anywhere
workforce,” an employer’s gratitude can make an especially big impact. So be sure to thank your
direct reports who go the extra mile and explain how their hard work helps the organization.
Some companies set up formal rewards systems to incentivize great ideas and innovation, but
you can institute compelling recognition programs even if you have a small team or limited
budget.

Work-life balance

What message is your time management sending to employees? Do you expect staff to be
available around the clock? A healthy work-life balance is essential to job satisfaction. People
need to know their managers understand they have lives outside of work — and recognize that
maintaining balance can be even more challenging when working from home. Encourage
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employees to set boundaries and take their vacation time. And if late nights are necessary to
wrap up a project, consider giving them extra time off to compensate.

Flexible work arrangements

Many companies understand that even though they have reopened their offices, some of their
employees still prefer to work remotely, at least part-time. Not having that option might even
spur employees to resign. A recent Robert Half survey found that half of professionals working
from home would look for a new job if they were required to return to the office full time.

So think sooner than later about what you can offer employees if remote work on a permanent
basis isn’t an option. A compressed workweek? Flextime? Or maybe a partial telecommuting
option? All of the above can help relieve stress for your team — and boost employee retention.

Effective change management

Beyond all the recent disruption due to the pandemic, every workplace has to deal with change,
good and bad. And employees look to leadership for insight and reassurance during these times.
If your organization is going through a big shift, keeping your team as informed as possible helps
ease anxieties and manage the rumor mill. Make big announcements either individually or in a
group call or meeting, and allow time for questions.

An emphasis on teamwork

You should encourage all your employees, not just star players, to contribute ideas and
solutions. Promote teamwork by creating opportunities for collaboration, accommodating
individuals’ work styles and giving everyone the latitude to make decisions and course
corrections if needed.

 Acknowledgement of milestones, big and small

A final tip for promoting employee retention is to shine a light on notable achievements.
Whether your team finishes ahead of the deadline on a major project or a worker reaches a five-
year work anniversary, seize the opportunity to mark the milestone together. Even if you need to
celebrate virtually, it can be a meaningful and memorable moment for everyone.

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The 14 employee retention strategies outlined above are just some ways to help increase your
team members’ job satisfaction. Be sure to re-evaluate your efforts regularly. That includes
staying current on market standards for salary and benefits and best practices for developing an
attractive workplace culture and strong manager-employee relations.

1.4 Approaches

Offer competitive salary and benefits.

With more and more companies offering remote work options, the talent pool greatly increases
for employers to choose from. While that’s certainly beneficial for employers, it also means that
job seekers and employees alike have more options when it comes to which companies they can
potentially work for.

And with the ability to see what you’re worth via a salary calculator, more and more job seekers
are savvy to which companies are paying a competitive rate—and which ones aren’t. So make
sure that your business pays fairly to keep your employees from jumping ship to work for
companies that pay proper wages.

Mind your managers.

At first, it started with a couple of employees leaving. But after a few months, more and more
members of the same team have left your company. If you notice that you’re having an employee
exodus, you need to find out why. A good place to start is right at the top, with your managers.
Are they being fair to your workers, or not? Do they listen to them, have regular check-ins, and
make them feel like valued members of the company? If you’re losing quality workers in one
particular area or department, there’s almost always an explanation—and it’s up to you to fix
whatever (or more importantly, whomever) is causing the problem. Speak with your existing
staff to find out what the current climate is at your company. You might discover that one of
your managers isn’t as flex-friendly as he should be, or he might be demanding too much from
his team. Then take appropriate action so that you can keep your staff happy and thriving.

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Make them feel valued.
For some employees, it’s not enough to know that they’re doing a good job—they want to hear it
from their boss, too. Talk with your team so that they understand why the work they do is so
critical to not just their colleagues, but to the overall state of the company. But make it personal,
too. Cite examples of when they’ve done a good job, and offer praise not just in a one-on-one
check-in, but during a team meeting, or even in the company’s newsletter.

1.5 Methods
 Maintain interpersonal dynamics and congenial human relation.
 Provide efficient carrier planning and development.
 Use family involvement programmes.
 Meet all the growing demands of employees
 Apply innovative practices.
 Provide continuous training and development programmes.
 Emphasize on successor planning.
 Encourage maternal mobility and job charges.

1.6 Importance

Now that so much is being done by organizations to retain its employees why is retention
so important? Is it just to reduce the turnover costs? The answer is a definite no. It’s not only the
cost incurred by a company that emphasizes the need of retaining employees but also the need to
retain talented employees from getting poached. The process of retention will benefit an
organization in the following ways:

 The Cost of Turnover: The cost of employee turnover adds hundreds of thousands of
money to a company’s expenses. While it is difficult to fully calculate the cost of
turnover, industry experts often quote 25% of the average employee salary as a
conservative estimate.

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  Loss of Company Knowledge: When an employee leaves, he takes with him valuable
knowledge about the company, customers, current projects and past history. Often much
time and money has been spent on the employee is expectation of a future return.
 Interruption of Customer Service: Customers and clients do business with a company
in part because of the people. Relationships are developed that encourage continued
sponsorship of the business. When an employee leaves, the relationships that employee
built for the company are severed, which could lead to potential customer loss.
 Turnover leads to more turnovers: When an employee terminates, the effect is felt
throughout the organizations. Co-workers are often required to pick up the slack. The
unspoken negativity often intensifies for the remaining staff.
 Goodwill of the Company: The goodwill of a company is maintained when the attrition
rates are low. Higher retention rates motivate potential employees to join the
organization.
 Regaining efficiency: If an employee resigns, then good amount of time is lost in hiring
a new employee and then training him/her and this goes to the loss of the company
directly which many a times goes unnoticed and even after this you cannot assure us of
the same efficiency from the new employee.

1.7 Challenges & Measures

 Shifting markets
 Demands for specific skills
 Business conditions
 Demographics
 Lifestyle changes
 Technology issues
 Trends in work life decision as employees needs change
What makes an Employee leave?

Employees do not leave an organization without any significant reason. There are certain
circumstances that lead to their leaving the organization.

The most common reasons can be:

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 Job is not what the employee expected to be: Sometimes the job responsibilities don’t
come out to be same as expected by the candidates. Unexpected job responsibilities lead to job
dissatisfaction.

No growth opportunities: No or less learning and growth opportunities in the current job
will make candidate’s job and career stagnant.

Lack of appreciation: If the supervisor does not appreciate the work, the employee feels de-
motivated and loses interest in job.

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

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

Compensation: Better compensation packages being offered by other companies may attract
employees towards themselves.

New job offer: As attractive job offer that an employee thinks is good for him with respect to
job responsibility, compensation, growth and learning etc., can lead an employee to leave the
organization.

II. Company Profile

The Heritage Foods Limited was founded by Mr. Nara Chandrababu Naidu in the year 1992,
which is one of the fastest growing Public Listed Companies in India, with two business
divisions - Dairy and Renewable Energy. The annual turnover of Heritage Foods stood at INR
26,429 million in the financial year 2021-22.

Currently, Heritage's milk and milk products have a market presence in Andhra Pradesh,
Telangana, Karnataka, Kerala, Tamil Nadu, Maharastra, Odisha, NCR Delhi, Haryana,
Rajasthan, Uttarakhand & Uttar Pradesh.

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In the year 1994, HFL went public and was oversubscribed 54 times. HFL shares are listed on
BSE (Stock Code: 519552) and NSE (Stock Code: HERITGFOOD).

ision

VISION
Delighting every home with Fresh & Healthy products and empowering the Farmer

Mission

 To be a nationally recognized brand for Healthy and Fresh products with a revenue of
INR 6000 Crores

 To anticipate, understand and respond to our Customers' needs by creating high-quality

products and making them available through innovative and convenient channels

 To embrace the right technology to delight our Customers

 Advocating the balancing of economic, social and environmental aspects to create a

better tomorrow

 Empowering the farmer community through our unique 'Relationship Farming' Model

 Be the Employer of Choice by nurturing entrepreneurship and promoting empowerment,

alongside transparency

Corporate Management Team

Mrs. Bhuvaneswari NaraVice-Chairperson & Managing Director: A B.A. Graduate and a Director for
several companies. Is a dynamic leader who has extensive experience in business and has been
successfully steering Heritage Foods Limited towards growth and better prospects. Joined Heritage in
1994 as whole-time Director and is now serving as Vice Chairperson & Managing Director. Is
guiding and monitoring the overall workflow of the organization.

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Mrs. Brahmani NaraExecutive Director: Holds a Master's in Business Administration from Stanford
University, Bachelor’s in Electrical Engineering from Santa Clara University, California, USA and
Communication Engineering from Chaitanya Bharathi Institute of Technology, Hyderabad, India.
Investment Associate in Vertex Venture Management Pvt Ltd between 2009-2011 in Singapore.
Joined Heritage in 2011 as Vice President Business Development and is now serving as Executive
Director. Takes care of such vital functions as design, development and implementation of strategic
plans for the organization in a cost-effective and time-efficient manner.

Dr. M. Sambasiva RaoPresident: Post Graduate and Doctorate in Zoology. Served the state and
central governments for about two decades as a member of the Indian Administrative Services (IAS).
Dr Rao was the Joint Secretary in the Department of Commerce under the Ministry of Commerce and
Industry, Government of India.

Mr. Srideep N KesavanChief Executive Officer (CEO): Holds MBA (PGDBA, Marketing) from
XLRI, Jamshedpur and anAlumni of XLRI, B.Tech (Electronics & Instrumentation) from CET,
University of Kerala. Mr. Srideep is a seasoned professional having a diversified and rich experience
of more than two decades in Business Leadership roles and has deep domain expertise across Sales &
Distribution, Marketing, Category Management, P&L, and General Management in Beverages, Food
& Agribusiness Organizations. He has worked as Vice President – Marketing for Juices & Value-
Added Dairy category in Coca-Cola India & South – West Asia BU and handled various roles i.e.,
Director Operations (Coca Cola, INSWA BU, East Franchises, India), General Sales Manager- (Coca
Cola, India, HCCB); as Country Head in Olam International Limited (Gabon, West Africa) & as
Control Systems Engineer in ONGC, Mumbai.

CA A. Prabhakara NaiduChief Financial Officer (CFO): Fellow Member of the Institute of Chartered
Accountants of India and graduated from Sri Venkateswara University with a university rank in
science. Has 26 years of experience in finance and accounts. Has been associated with the Heritage
group since its inception.

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Mr. Umakanta BarikCompany Secretary: Has a Master’s in Economics, LLB, FCS, and LIII. Is a
Fellow Member of the Institute of Company Secretaries of India, New Delhi and a Licentiate from
Insurance Institute of India, Mumbai. Has over 19 years of experience in the domains of Secretarial,
Legal, Insurance & Intellectual Property Rights.

Mr. J. Samba MurthyChief Operating Officer: Holds an MBA in Marketing and a Bachelor's in
Science. Is the COO at Heritage and has been associated with the Company since 2007. Has worked
previously in APDDCF Limited, Visakha Dairy NDDB, and Reliance in various positions in the field
of Sales & Marketing.

Industry Dairy and Agribusiness

Founded 1992

Founder Nara Chandrababu Naidu

Headquarters Hyderabad, Telangana, India

Key people Nara Brahmani (Executive

Director)
Sambasiva Rao (President)

Revenue  ₹3000 crores (2018–19)

Owner Nara family

Number of 3000+
employees

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Milk Producers
Effecting change in the standard of living for dairy farmers in terms of:

 Regular income through co-operative efforts

 Women’s participation in income generation
 Protecting farmers from price exploitation by the un-organized sector
 Providing remunerative prices for milk
 Increasing milk productivity through input and extension activities
 Credit facilitation for purchase and insuring of cattle
 Cattle healthcare activities
 Supplying high-quality cattle feed at reasonable prices
Customers

 Timely supply of pure & fresh products

 Supply of high-quality milk and milk products at affordable prices
 More than 15 lakh happy customers
 High customer satisfaction
 Customer care centre
 Supply of products through multiple channels like MRF, e-Commerce & Parlours

Employees

 Enhancing the technical and managerial skills of employees through continuous training
and development
 Instituting the best appraisal systems to motivate employees
 Fostering incentive, bonus and reward systems to encourage employees
 Providing fair opportunities to all for career development

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Shareholders

Returns

 Dividend Payment since Public Issue (January 1995)

Service

 Highest importance to investor service; no notice from any regulatory authority since
2001 in respect of investor service
 Very transparent disclosures

Suppliers

 Prompt payments to all suppliers

 Associated with high-quality equipment / ingredient suppliers

Society

 Potential Employment Generation

o More than 3,100 employees are working with Heritage
o More than 12,020 procurement representatives have found self-employment in
rural areas
o More than 6900 sales representatives are associated with the company
 More than 942 franchisees operating Heritage Parlours
 Sustainable development with 10.30 MW of renewable energy for running dairy plants

III. Research Methodology

a. Need of the Study
Employers have a need to keep employees from leaving and going to work for other companies.
This is true because of the great costs associated with hiring and retraining new employees. The
best way to retain employees is by providing them with job satisfaction and opportunities for

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advancement in their careers. The saying, good help is hard to find, is even truer these days than
ever before because the job market is becoming increasingly tight.

Employers are fighting to get talented employees in order to maintain a prosperous business.

Researchers believe that, there is a straight line between employee satisfaction and customer
satisfaction. They believes that today’s employees pose a complete new set of challenges,
especially when businesses are forced to confront one of the tightest labor markets in decades.
Therefore, it is getting more difficult to retain employees, as the pool of talent is becoming more-
and more tapped-out. The research below, which focuses primarily on employee retention
through job satisfaction, supports this contention.

Employees that are satisfied and happy in with their jobs are more dedicated to doing a good job
and taking care of customers that sustain the operation. Job satisfaction is something that
working people seek and a key element of employee retention.

There is a definite need to analyze the elements of employee retention through job satisfaction.
Considering the positive effects on the economy that can be derived from satisfied-happy
employees. Promotional materials for presentation can be created, highlighting these
recommendations for employee satisfaction practices for both employers and employees.

b. Scope of the Study

The scope of the study is confined to the following process like procedure followed for
Employee Retention, type of skills, needed by the employees, satisfaction levels of the
employees by taking the 100 as sample size. So I cannot generalize all the Industry. The study is
covered only to the employees of Heritage Foods, Hyderabad.

c. Statement Problem
Employees are the most important and valuable assets of an organization. Employees are the
foundation of an organization. Retaining them is an important as hiring them in the first place.
Hence it is necessary to know the strategies used to retain the employees in the organization.

d. Objectives

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  To study the present retention strategies adopted by the Heritage.
 To assess the satisfaction level of employee with existing retention strategies.
 To study the common reasons of employee voluntarily leaving or staying in organization.
 To suggest the strategies and steps for reducing turnover and improving retention.

e. Limitations
 Dependency on the data which is available on Internet
 Authenticity of the Data
 Time Constraint
 Support from employees & Management

f. Research Design
Research Methodology

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.

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 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.

Analysis method:

The analysis and the interpretation have been done using the questionnaire, survey and
interview method.

Research technique:

 Conclusive research: -
This type of research helps in reaching certain conclusions and also in taking decisions.

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 Chapter – 2
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,

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assessment, development, and retention as areas that will consume most of the survey
respondents' time this year 2007.

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.

Page 23 of 57
 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.

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%.

Page 24 of 57
 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.

How to increase Employee Retention?

Companies have now realized the importance of retaining their quality workforce.
Retaining quality performance contributes to productivity of the organization and increase
morale among employees.

Of the 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.

Figure 2.1 Increasing Employee Retention

Page 25 of 57
Employee Retention can be increased by involving 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 is100%
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 punctually 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
certifications, 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 bale to relate his performance with the company profits and hence
will work hard. This bonus should strictly be productivity based.
5. Recreation facilities: Recreation facilities help in keeping employees away from
recreational programs should be arranged. They may include taking employees to trips
annually or bi-annually, celebrating anniversaries, sports activities, etc.,
6. Good and healthy working ambience: A good, healthy and safe working environment
always enables employees to work comfortably and hence they get an incentive to perform
better.
7. Gifts at Some Occasions: Giving out some gifts at the time of one or

two festivals to the employees making them feel good.

The picture states the latest statement that corporate believes in “Love them or lose them”

Page 26 of 57
Employees today are different. They are not the ones who don’t have good opportunities in hand.
As soon as they feel dissatisfied with the current employer or the job, they switch over to the
next job. It is the responsibility of the employer to retain their best employees. If they don’t, they
would be left with no good employees. A good employer should know how to attract and retain
its employees.

Retention involves five major things:

1) COMPENSATION 2) ENVIRONMENT 3) GROWTH

4) RELATIONSHIP 5) SUPPORT

Employee Retention Strategies

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

Creating a Motivating Environment: Team leaders who create motivating

environments are likely to keep their 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.

Page 27 of 57
 Standing up for the Team: Team leaders are closest to their team members. While they
need to ensure smooth functioning of their team 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 leader. If an employee sees that is
current job offers a path towards their future career likely to stay longer in the company.
Therefore, managers should play the role of career counselors as well.

Manager 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
manager’s 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 when asked about why employees leave, low salary comes out to be a common excuse.
However, researcher when asked about why employees

Page 28 of 57
leave, low salary comes out to be a common excuse. However, research has shown that people
join companies, but leave because of what their manager’s 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 fro learning have
loyal and engaged employees. Therefore, managers and team leader play an active and vital role
in employee retention.

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:

1. Hire the right people in the first place.

2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work an have fun.

Page 29 of 57
 Chapter – 3
Data Analysis & Interpretation
3.1 Employees are familiar with their Duties and Responsibilities assigned by the company.

This question is incorporated in the questionnaire for the purpose of identifying the duties and
responsibilities of employees in Heritage Foods Ltd.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 59 52
Agree 46 40
Disagree 5 4
Strongly disagree 1 1
Neither agree nor disagree 3 3
TOTAL 114 100.0

DUTIES AND RESPONSIBILITIES

60 52
NO.OF RESPONDENTS

50
40
40
30 PERCENTAGE
20
10 4 3
1
0
Strongly agree Agree Disagree Strongly Neither agree
disagree nor disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 92% of the respondents

(51.8%strongly agreed, 40.4%agreed) have accepted that they know about their duties and
responsibilities and 5% of respondents are not aware of their duties and responsibilities.

Page 30 of 57
3.2 Company provides proper Authority, Responsibility, and Accountability to employees.

Introduction:

Every employee is assigned a job with Authority, Responsibility and Accountability. In this
question it is to identify whether these activities are performing well or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 40 35
Agree 52 46
Disagree 15 13
Strongly disagree 4 3
Neither agree nor disagree 4 3
TOTAL 114 100

AUTHORITY,RESPONSIBILITY,ACCOUNTIBILITY

50 46
NO.OF RESPONDENTS

40 35

30
PERCENTAGE
20
13
10 3 3
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 81% of the respondents have accepted
that they are assigned the job with authority responsibilities and accountability to perform well.
Around 16% of the respondents have not accepted the statement.

3.3 Identified for new assignments organized by the company.

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Introduction: Employees are given new assignments based on their consultation and by
training and in this question it is to identify whether the employees are identified for new jobs or
not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 30 26
Agree 50 44
Disagree 15 13
Strongly disagree 11 10
Neither agree nor disagree 8 7
TOTAL 114 100.0

IDENTIFIED FOR NEW ASSIGNMENTS

50 44
NO.F RESPONDENTS

45
40
35
30 26
25 PERCENTAGE
20
13
15 10
10 7
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 70% of respondents strongly have
accepted that they are identified for new assignments especially after providing training to
them. Around 23% of respondents have not accepted the statement

3.4 Stress on employees converts into positive manner.

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Introduction:

Employees face some sort of stress while performing assignments and in this question it is to
identify how stress is converted into a positive manner to complete the assignments.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 30 26
Agree 50 44
Disagree 12 11
Strongly disagree 10 9
Neither agree nor disagree 12 10
TOTAL 114 100.0

CONVERT STRESS IN POSITIVE MANNER

50 44
NO.OF RESPONDENTS

45
40
35
30 26
25 PERCENTAGE
20
15 11 9 10
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph it is observed that 70% of respondents have accepted that
they convert stress into positive manner and 20% of the respondents have not accepted the
same.

3.5 Job rotation leads to the individual improvement.

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Introduction:

Job rotation refers employee moving from one job to another job and in this it is to identify
whether job rotation leads to the individual improvement and to organizational benefit or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 35 31
Agree 40 35
Disagree 17 15
Strongly disagree 12 10
Neither agree nor disagree 3 9
TOTAL 114 100.0

JOB IS ROTATED

40 35
NO.OF RESPONDENTS

35 31
30
25
20 15 PERCENTAGE
15 10 9
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 66% of the respondents have accepted that
their job is rotated and led to both individual improvements and organizational benefits around
25% of respondents have not accepted the statement.

3.6 Superior identifies employee’s skills and potentials

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Introduction:

Skills and potentials are required to perform a job effectively. This question is to identify
whether the superior identifies their skills are not and how the training is impacted.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 30 26
Agree 50 44
Disagree 23 20
Strongly disagree 5 5
Neither agree nor disagree 6 5
TOTAL 114 100.0

HOD IDENTIFIES MY PRESENT SKILLSE

50 44
NO.OF RESPONDENTS

45
40
35
30 26
25 20 PERCENTAGE
20
15
10 5 5
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 70% of the respondents have
accepted that the concerned in charge identifies their present skills and potentials in
performing the job and training is imparted to them accordingly. Around 25% of respondents
have not accepted the statement.

3.7 Company provides new opportunities apart from regular assignments

Page 35 of 57
Introduction:

New opportunities are identified based on the performance so training is required to improve the
performance and this question is to identify whether the new opportunities are provided after
training or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 33 29
Agree 50 44
Disagree 22 19
Strongly disagree 7 6
Neither agree nor disagree 2 2
TOTAL 114 100.0

PROVIDING NEW OPPORTUNITIES

50 44
NO.OF RESPONDENTS

45
40
35 29
30
25 19 PERCENTAGE
20
15
10 6
5 2
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 73% of the respondents have
accepted that the concerned in charge identifies their present skills and potentials in performing
the job and training is imparted to them accordingly. Around 25% of respondents have not
accepted the statement.

3.8 Superior guides to their subordinates as and when required.

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Introduction:

Decision making is critical and essential to every employee and this question is to identify
whether the employees are allowed to take decisions or not and superior provide guidance to
them or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 35 31
Agree 50 44
Disagree 14 12
Strongly disagree 7 6
Neither agree nor disagree 8 7
TOTAL 114 100.0

SUPERIOR GUIDES ME AS AND WHEN REQUIRED

50 44
NO.OF RESPONDENTS

45
40
35 31
30
25 PERCENTAGE
20
15 12
10 6 7
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 75% of the respondents have
accepted that they are asked to take decisions in job and their superior guides them as and when
required. Around 18% of respondents have not accepted the statement.

3.9 HOD addresses grievances

Page 37 of 57
Introduction:

A grievance can be defined as any discontent or dissatisfaction with any aspect of the
organization. This question is to know the grievance procedure existed in the organization.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 30 26
Agree 45 39
Disagree 12 11
Strongly disagree 11 10
Neither agree nor disagree 16 14
TOTAL 114 100.0

HOD ADDRESS GRIEVANCE

45 39
NO.OF RESPONDENTS

40
35
30 26
25
PERCENTAGE
20 14
15 11 10
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 65% of the respondents have accepted
that their immediate in charge or HOD addresses their grievances and gives them feedback
on the same. Around 21% of respondents have not accepted the statement.

3.10 Organization utilizes employee services effectively and efficiently.

Page 38 of 57
Introduction:

This question is to identify whether the organization utilizes their services effectively and
efficiently.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 30 26
Agree 40 35
Disagree 19 17
Strongly disagree 14 12
Neither agree nor disagree 11 10
TOTAL 114 100.0

ORGANIZATION UTILIZES EMPLOYEE SERVICES EFFECTIVELY

40 35
NO.OF RESPONDENTS

35
30 26
25
20 17 PERCENTAGE
15 12
10
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 61% of the respondents

have accepted that the organization utilizes their services effectively and efficiently. Around
29% of respondents have not accepted the statement.

3.11 Present job leads satisfaction to the employees.

Page 39 of 57
Introduction: Job satisfaction is required to perform a job efficiently without a job satisfaction
the employee cannot perform a job efficiently. This question is to identify whether the
employees are satisfied with their job or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 37 33
Agree 53 46
Disagree 13 11
Strongly disagree 7 6
Neither agree nor disagree 4 4
TOTAL 114 100.0

SATISFACTION IN PERFORMING JOB

50 46
NO.OF RESPONDENTS

45
40
33
35
30
25 PERCENTAGE
20
15 11
10 6 4
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 79% of the respondents have accepted
that they derive satisfaction in performing the job. Around 17% of respondents have not
accepted the statement.

3.12 Seniors, colleagues and subordinates are very cooperative in the organization

Page 40 of 57
Introduction: Co-operation of the seniors, colleagues and subordinates is required to complete
the assignments in time. This question is to identify whether they are co-operative or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 40 35
Agree 52 46
Disagree 16 14
Strongly disagree 3 3
Neither agree nor disagree 3 2
TOTAL 114 100.0

SENIORS,COLLEAGUES AND SUBORDINATES ARE VERY COOPERATIVE

50 46
NO.OF RESPONDENTS

45
40 35
35
30
25 PERCENTAGE
20 14
15
10
3 2
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 81% of the respondents have
accepted that their seniors, colleagues and subordinates are very cooperative and they work
as a team. Around 17% of respondents have not accepted the statement.

3.13 Employees are recognized and rewarded suitably by the organization.

Page 41 of 57
Introduction:

The employee recognition and rewarding plays an important role in motivating the employees.
So proper recognition should be given to the employees according to their performance. This
question is to identify whether they are recognized or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 26 23
Agree 40 35
Disagree 22 19
Strongly disagree 12 11
Neither agree nor disagree 14 12
TOTAL 114 100.0

RECOGNITION AND REWARDS SUITABLY BY THE ORGANIZATION

40 35
NO,OF RESPONDENTS

35
30
23
25
19
20 PERCENTAGE
15 11 12
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 58% of the respondents have
accepted that they have been recognized and rewarded suitably by the organization for their
performance as per the policy. Around 30% of respondents have not accepted the statement.

Page 42 of 57
3.14 Organization provides compensation based on qualification, experience.

Introduction:

Compensation refers to giving an additional pay to the employees if any loss occurs. This
question is to identifying whether compensation commensurate with qualification.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 27 24
Agree 64 56
Disagree 17 15
Strongly disagree 3 3
Neither agree nor disagree 3 2
TOTAL 114 100.0

COMPENSATION COMMENSURATE WITH QUALIFICATION

60 56
NO.OF RESPONDENTS

50
40
30 24 PERCENTAGE
20 15
10 3 2
0
Strongly agree Agree Disagree Strongly Neither agree
disagree nor disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 80% of the respondents have
accepted that they know that the compensation commensurate with the qualification,
experience exposure and especially with their job performance during the period in
delivering results in time. Around 18% of respondents have not accepted the statement.

Page 43 of 57
3.14 Organization provides job security to the employees.

Introduction:

Job security and social belongingness is important to any organization. Job security refers to the
protection of the job from different consequences. This question is to identify whether they feel
job security or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 40 35
Agree 55 48
Disagree 9 8
Strongly disagree 6 5
Neither agree nor disagree 4 4
TOTAL 114 100.0

SENSE OF JOB SECURITY AND SENSE OF SOCIAL BELONGINGNESS

60
NO.OF RESPONDENTS

48
50
40 35

30 PERCENTAGE
20
8
10 5 4
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 83% of the respondents strongly
have accepted that they feel a sense of job security and sense of social belongings in the
organization. Around 13% of respondents have not accepted the statement.

Page 44 of 57
3.15 Proud of working with Heritage Foods

Introduction:

Heritage Foods is one of the major food industries. It occupied third place in all cement
industries and this question is to identify how they feel working with Heritage Foods.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 60 53
Agree 34 30
Disagree 5 4
Strongly disagree 10 9
Neither agree nor disagree 5 4
TOTAL 114 100.0

PROUD OF WORKING WITH ABG GROUP

60 53
NO.OF RESPONDENTS

50
40
30
30 PERCENTAGE
20
9
10 4 4
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference

From the above graph, it is observed that 83% of the respondents have accepted
that they have feel proud of working with Heritage Foods. Around 13% of respondents have not
accepted the statement.

Page 45 of 57
3.16 Heritage Foods provides career opportunities

Introduction: Career is essential to every employee. They more concentrate on their career
growth. This question is to identify whether Heritage Foods provides career opportunities and
how many employees agree with this statement.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 40 35
Agree 30 26
Disagree 15 13
Strongly disagree 10 9
Neither agree nor disagree 19 17
TOTAL 114 100.0

ABG GROUP PROVIDES CAREER OPPORTUNITIES

40 35
NO.OF RESPONDENTS

35
30 26
25
20 17 PERCENTAGE
15 13
9
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference

From the above graph, it is observed that 71% of the

respondents have accepted that the Heritage Foods provides carrier opportunities to the
employees. Around 22% of respondents have not accepted the statement.

Page 46 of 57
3.17 Organization provides health, accident and insurance policy to the employees

Introduction:

The life is not guaranteed to anyone. So every employee needs the Insurance policies. This
question is to identify whether the employees are provided with health, accident and insurance
policy.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 50 44
Agree 40 35
Disagree 9 8
Strongly disagree 4 3
Neither agree nor disagree 11 10
TOTAL 114 100.0

HEALTH, ACCIDENTS AND INSURENCE POLICY

50 44
NO.OF RESPONDENTS

45
40 35
35
30
25 PERCENTAGE
20
15 10
8
10
3
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 79% of the respondents have accepted that they
have been covered under the health and accident insurance policy by the organization or by other
insurance company. Around 11% of respondents have not accepted the statement.

Page 47 of 57
3.18 Organization is concerned about the health of the employees

Introduction:

Employee safety and health influence the productivity of the organization. Some welfare
facilities should provide to the employees. This question is to identify whether the organization
is concerned about the health of the employees or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 45 39
Agree 40 35
Disagree 12 11
Strongly disagree 11 10
Neither agree nor disagree 6 5
TOTAL 114 100.0

ORGANIZATION IS CONCERNED ABOUT THE HEALTH OF THE EMPLOYEES

45 39
NO.OF RESPONDENTS

40 35
35
30
25
PERCENTAGE
20
15 11 10
10 5
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 74% of the respondents have accepted that the
organization is concerned about the health of the employees and their dependents in providing
good health awareness programmers like Pulse Polio heart checkups and eye checkups etc at
regular intervals. Around 21% of respondents have not accepted the statement.

Page 48 of 57
3.19 Organization extended transportation facilities to the township.

Introduction: Transportation refers to getting the employees from one place to another .This
question is to identify that whether the transportation facilities provided to township residents
are at specified time or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 45 39
Agree 40 35
Disagree 10 9
Strongly disagree 11 10
Neither agree nor disagree 8 7
TOTAL 114 100.0

TRANSPORTATION FACILITIES ARE EXTENDED TI THE TOWNSHIP

45 39
NO.OF RESPONDENTS

40 35
35
30
25
PERCENTAGE
20
15 9 10
10 7
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 74% of the respondents have accepted that they feel
that the transportation facilities are extended to the township residents in at specified timings by
the organization and the transport cell is arranging need based vehicles to the employees. Around
19% of the respondents have not accepted the statement.

Page 49 of 57
3.20 Organization provides accommodation facility to the employees based on availability
of the quarter.

Introduction: Accommodation refers to giving quarters and other facilities to employees. This
question is to identify that whether the accommodation facilities provide to employees are based
on the availability of quarters or not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 50 44
Agree 40 35
Disagree 8 7
Strongly disagree 8 7
Neither agree nor disagree 8 7
TOTAL 114 100.0

ACCOMMODATION FACILITY

50 44
NO.OF RESPONDENTS

45
40 35
35
30
25 PERCENTAGE
20
15
10 7 7 7
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph,it is observed that 79% of the respondents have accepted that they
accommodation facility is provided to the employees based on the availability of the quarter as
per the policy. Around 14% of respondents have not accepted the statement.

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3.21 Organization provides good education and the amenities to the students.

Introduction: Providing good education to children makes them to achieve the success in their
lives. This question is to identify whether the school provides good education and amenities or
not.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 40 35
Agree 40 35
Disagree 15 13
Strongly disagree 10 9
Neither agree nor disagree 9 8
TOTAL 114 100.0

SCHOOL PROVIDES GOOD EDUCATION AND EMINITIES

40 35 35
NO.OF RESPONDENTS

35
30
25
20 PERCENTAGE
15 13
9 8
10
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMENSIONS

Inference:

From the above graph, it is observed that 70% of the respondents have accepted that school
provides good education and the amenities like library, labs to the students the township by the
organization. Around 22% of respondents have not accepted the statement.

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3.22 Employees are familiar and satisfied about the recreation activities facilitated by the
organization.

Introduction: Employees require some recreation activities to feel free and to reduce stress from
work. This question is to identify that whether the employees are satisfied with recreation
facilities provided by the organization.

DIMENSIONS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 40 35
Agree 40 35
Disagree 13 12
Strongly disagree 5 4
Neither agree nor disagree 16 14
TOTAL 114 100.0

RECREATION ACTIVITIES

40 35 35
NO.OF RESPONDENTS

35
30
25
20 PERCENTAGE
14
15 12
10
4
5
0
Strongly agree Agree Disagree Strongly disagree Neither agree nor
disagree
DIMSNSIONS

Inference:

From the above graph it is observed that 70% of the respondents that are familiar and satisfied about
the recreation activities like Gym, Tennis, Court shuttle course, library, TV room etc in both the
recreation club and O&S club by the organization. Around 16% of the respondents have not
accepted the statements.

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 Chapter – 4
Findings, Recommendations & Conclusion
FINDINGS

(1) It is observed that 92% of the respondents are aware of their duties and responsibilities and
only 5% of the respondents are not aware of their duties and responsibilities.

(2) 81% of the respondents are assigned their job with Authority, Responsibility and
Accountability and only 16% of the employees have not accepted the same.

(3) 70% of the respondents are identified for new assignments and 23% of the employees have
not accepted the same.

(4) It is observed that 70% of the respondents converted their stress into a positive manner while
performing a task but 20% of the employees are unable to convert their stress into a positive
manner.

(5) 66 % of the respondents are satisfied about their job rotation and 25% of the respondents are
not satisfied about their job rotation.

(6) 70% of the respondents are accepted that their HOD identified their present skills and
potentials in performing the job and 25% of the respondents have not specified this.

(7) It is observed that 73% of the respondents are provided new opportunities and 25% of the
respondents are not provided new opportunities.

(8) 75% of the respondents are specified that they are asked to take decisions and their superior
guides the when required but 18% of the respondents have not specified this.

(9) It is observed that 65% of the respondents are accepted that superior addresses their
grievances and 21 % of the respondents have not accepted the same.

(10) 61% of the respondents have accepted that the organization utilizes their services effectively
and efficiently and 29% of the respondents have not accepted the same.

(11) It is found that 79% of the respondents are satisfied with their job and 17% of the
respondents are not satisfied with their job.
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(12) 81% of respondents agreed that their seniors colleagues and subordinates are very
cooperative but 17% have not agreed the same.

(13) It is observed that 58% of respondents have been recognized and rewarded suitably but 30%
of the respondents have not recognized suitably.

(14) 80% of the respondents are known that the compensation commensurate with their
qualification but 18% of the respondents are not aware of this.

(15) It is found that 83% of the respondents feel a sense of job security and social belongingness
and 13% did not feel a sense of job security and social belongingness.

(16) It is found that 83% felt proud of working with Heritage Foods and 13% have not accepted
the same.

(17) 71% have accepted Heritage Foods provides career opportunities but 22% of the
respondents have not accepted the same.

(18) It is found that 79% of the respondents are covered under health and accident insurance
policy and 11% of the respondents are not covered under health and accident insurance policy.

(19) 74% of the respondents specified that the organization is concerned about the health of
employees and their dependents but 21% have not specified this.

(20)It is observed that 74% of the respondents are satisfied about the transportation facilities and
19% are not satisfied about the transportation facilities.

(21) 79% felt that accommodation facility is provided based on the availability at the quarter and
14% have not accepted the same.

(22) It is observed that 70% of the respondents have accepted that school provides good
education and the amenities and 22% of the respondents have not accepted the same.

(23) It is observed that 70% of the respondents are satisfied about the recreation activities and
16% of the respondents have not satisfied with the recreation activities.

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SUGGESTIONS

(1) 30% of the respondents are not identified for new assignments so extend their assignments
by providing proper training to the employees.

(2) 30% of the respondents are dissatisfied due to lack of recognition and rewards. A positive
recognition for work boosts the motivational level of employees. Recognition can be made
explicit by providing awards like best employee of the month.

(3) Provide opportunities for career personal growth through training and education, challenging
assignments and more.

(4 Identify the key performance areas of the individuals and conduct training programmes to
develop their skills and knowledge.

(5) Immediate resolution of the grievance is necessary otherwise it will effects the productivity
of the organization so immediate actions should be taken to resolve the grievance of the
employees.

CONCLUSION:

It is only the employees that implement and give tangibility to the corporate’s mission. In other
words if it is the highest rung in the corporate hierarchy that has ideas, it is the employees’ rung
that has the chisel to bring the vision to life. In the best of worlds, employees would love their
jobs. Like their co-workers, work hard for their employers, get paid well for their work, have
ample chances of advancement and flexible schedules so they could attend to personal or family
needs when necessary. And never leave. But then there’s the real world. And in the real world,
employees, do, leave, either because they want more money, hate the working conditions, hate
their co-workers, want a change, or because their spouse gets a dream job in another state.
Unlike inanimate products and systems that subject themselves to fine tuning without any
reaction, employees would not subject themselves to any measure taken without reaction and
analysis. Hence managing human resources, particularly retaining them, is an art that calls for
special skills and strategies.

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 Appendix
Rating Scale

(Strongly Agree Agree Disagree Strongly Disagree Neither Agree nor Disagree)

1. Employees are familiar with their Duties and Responsibilities assigned by the company.
2. Company provides proper Authority, Responsibility, and Accountability to employees.
3. Identified for new assignments organized by the company.
4. Stress on employees converts into positive manner.
5. Job rotation leads to the individual improvement.

6. Superior identifies employee’s skills and potentials

7. Company provides new opportunities apart from regular assignments
8. Superior guides to their subordinates as and when required.
9. HOD addresses grievances
10. Organization utilizes employee services effectively and efficiently.
11. Present job leads satisfaction to the employees.
12. Seniors, colleagues and subordinates are very cooperative in the organization
13. Employees are recognized and rewarded suitably by the organization.
14. Organization provides job security to the employees.
15. Proud of working with Heritage Foods
16. Heritage Foods provides career opportunities
17. Organization provides health, accident and insurance policy to the employees
18. Organization is concerned about the health of the employees

19. Organization extended transportation facilities to the township.

20. . Organization provides accommodation facility to the employees based on availability of
the quarter.
21. . Organization provides good education and the amenities to the students.
22. Employees are familiar and satisfied about the recreation activities facilitated by the
organization.

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 Bibliography
SITES :

 WWW.HR.COM

 WWW.GOOGLE.COM

 WWW.QUESTIONNARIE.COM

 https://www.heritagefoods.in/corporate/our-commitments

 https://en.wikipedia.org/wiki/Heritage_Foods

BOOKS :

 Human Resource Management and Personnel Management, ---- By Ashwathappa ---

 Human Resource Management and Industrial Relations, --- By P. Subba Rao ---

 V.S.P.RAO, Human Resource Management Texts & Cases Part II, Excel books

Publishers.

 S.S.KHANKA, Human Resource Management S.Chand Publishers & Co.Ltd

 MOHIT GUPTA, NAVDEEP AGARWAL, Social Research Methods, Kalyani

Publishers

 C R KOTHARI, Research Methodology, New age international publishers

(End of the Document)

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