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Homework Title / No. : 2 Course Code: MGT801

Course Instructor: Dr.Subhendu Datta Course Tutor (if applicable):

Date of Allotment: 04-oct-2010 Date of submission: 15-oct-2010

Students Roll No.RQ3001A04 Section No. : _________________________

Declaration:

I declare that this assignment is my individual work. I have not copied from any other students work

or from any other source except where due acknowledgment is made explicitly in the text, nor has any

part been written for me by another person.

Students Signature: Dolly Mehta

Evaluators comments:

_____________________________________________________________________

Marks obtained: ___________ out of ______________________

Content of Homework should start from this page only:

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PROBLEMS OF HIGH RETENTION RATES IN IT

COMPANIES

(I)

INTRODUCTION

Once a firm manages to find and hire a top employee, retention becomes the

key issue. This is most important in the IT industry, where the majority of

Indias job hoppers are employed. The famed International Technology Park in

Bangalore, which boasts self-contained power facilities, modern gymnasiums,

food courts and other amenities, is indicative of what it takes to retain IT

professionals. In a country where thousands of villages are without electricity or

telephones, Indias technology parks stand out as bastions of unexpected

affluence.

The most favoured employers will make a significant investment in training

their employees. Although some might contend that training simply makes the

employees more saleable, it is equally likely to breed employee loyalty. This is

especially true in the IT sector, where skills quickly become dated and

employees need constant retraining in order to remain current. Indeed, a

Business Today / Hewitt Associates study rated Infosys, a company that puts all

of its junior employees through a three-month training program, the most

favoured employer in India. All good companies provide other facets of

employee development, including skills upgrade training and personal

development programs on a regular, on-going basis.

In addition, maintaining job satisfaction through variation of duties is important

to ensure that employees dont simply leave out of boredom. New Delhi-based

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Hughes software, for example, has initiated an internal placement program that

helps employees to move between departments and projects within the

company. Although this has caused some logistical problems, as some projects

lose valued personnel, the cost to the company may well be lower than losing

the employee to a competitor.

(II)

Problem Statement

Retention of key employees is critical to the long term health and successful

of any organisation. Replacing employees costs money recruiting

employees consumes a great deal of time and effort much of it futile.

(III)

OBJECTIVES

1. To study reason for employees shifting from one place to another.

2. To study the retention techniques followed by IT companies.

3. To study the factors which prevent high retention in IT companies.

(IV)

HYPOTHESIS

There are high retention rates in IT companies.

(V)

METHODOLOGY

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Data collected is primary as well as secondary data. In Primary Data

survey through questionnaire will be use. In Secondary Data research

papers, articles, internet, etc.

(VI)

REVIEW OF LITERATURE

Taylor and Bain (___) has concluded that in recent years prominent companies

have migrated call centre services to India provoking much-publicized fears forthe future of UK employment. This article challenges the widely-held

assumption that offshoring voice services were a seamless undertaking,

principally through an investigation of the Indian call centre labour process.

This enquiry was informed initially by an analysis of the political-economic

factors driving off shoring and shaping the forms of work organization to had

emerged in India. A critical review of literature on call centre work organization

provides a conceptual framework, through which Indian developments were

analysed. Data comes from fieldwork conducted in India and a complete audit

of the Scottish industry, through which UK trends were evaluated. Author

concluded that the Indian industry reproduces in exaggerated and culturally-

distinctive forms, a labour process that has proved problematical for employers

and employees alike in the UK and elsewhere.

Ng and Mitter(__) has concluded that the experiences of women workers in the

emerging Information Technology Enabled Services sector (ITES), in particular

those working in call centres representing customer care services for both

national and globallyoutsourced business entities. Although the Malaysian andIndian cases were not entirely comparable, the case studies give a certain insight

into the changes in the lives and career patterns of women in the developing

world. The article contributes to the debates about whether these novel

institutions replicate the experience of the runaway manufacturing firms in the

exportoriented sector of the 1980s. By producing new empirical data and

privileging the voices of women workers themselves, the article discusses

whether there is a devaluing of women's work and skills or whether women

workers have gained through these new employment opportunities, empowering

themselves in the process. Author concluded that the future prospects for thistype of work in developing countries need more state attention, in the context of

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the potential in formalization of these jobs and trade protectonics from the

West, particularly in the case of offshore locations.

(VII)

CHAPTER SCHEME

I. Introduction

II. Concepts and Theoretical framework

III. Employees Shifting From One Place To Another

IV. Retention Techniques

(VIII)

CONCLUSION

When organisation implement the three RSapproach then

organisation will reduce turnover and enjoy increased productivity,

reduce absenteeism, a more pleasant work environment (both

organisation and employees) then it will be increase the profits.

REFRENCE

Cecilia Ng, Women's Development Collective, 44 Jalan Kajang Satu,

Taman Sri Kajang, Selangor, Malaysia.

Swasti Mitter, International Consultant on ICTs and Gender, 16Hawks well Gardens, OX2 7EX, UK.

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Taylor University of Stirling, UK.

Bain University of Strathclyde, UK.