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INTRODUCTION
EMPLOYEE RETENTION:
Employee retention is a process in which the employees are encouraged to remain with
the organization for the maximum period of time or until the completion of the project.
Employee retention is beneficial for the organization as well as the employee. Employees
today are different. They are not the ones who dont 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
dont, they would be left with no good employees. A good employer should know to
attract and retain its employees.
Most employees feel that they are worth more than they are actually paid. There is a
natural disparity between what people think they should be paid and what organizations
spend in compensation. When the difference becomes too great and another opportunity
occurs, turnover can result. Pay is defined as wages, salary, or compensation given to an
employee in exchange for services the employee performs for the organization. Pay is
more than dollars and cents; it also acknowledges the worth and value of the human
contribution. What people are paid has been shown to have a clear, reliable impact on
turnover in numerous studies. Employees comprise the most vital assets of the company.
In a work place where employees are not able to use their full potential and not heard and
valued, they are likely to leave because of stress and frustration. In a transparent
environment while employees get a sense of achievement and belongingness from a
healthy work environment, the company is benefited with a stronger, reliable work-force
harboring bright new ideas for its growth.
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For an employee, pride may be in simply knowing that they are performing to the best of
their abilities and that they are making a difference. Pride also comes from knowing that
they are constantly learning new skills.
PAY AND JOB SECURITIES:
Employees work to earn some money and buy the common luxurious of life. A job
security is of critical importance for creating a good work atmosphere. Companies should
consciously create and communication a strong sense of stability to their employees, as it
is a key factor of employees motivation and engagement.
WORK PLACE QUALITY AND WORK RELATIONSHIP:
A work place should be focused, friendly and fun. While a better compensation
may be a good way to attract talent, work place quality can be a key differentiator
for talent retention.
A work place needs to treat its employees with dignity and respect. The
supervisor needs to be responsive to employees personal concerns and treat them
as capable individuals.
Employees need to be provided with information that will enable them to execute
their job effectively and have opportunities for open exchange of communication.
The manager needs to be someone whom the employees can look up to and who
will take their concerns and ideas seriously.
With organizations willing to attract talent with whatever it takes, a key challenge for
them is to retain their precious talent. High attrition levels push up the cost of rehiring
and results in loss of organization knowledge and skill.
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JOB CHANGE:
With opportunities galore, todays employees look forward to job changes that meet their
earning or growth expectations. Organizations loyalty tends to be identified with high
performance and not tenure.
While the above are some factor that may significantly impact workplace attrition and
retentions, we need to keep in mind some difference that may come into play with factors
such as gender and seniority.
GROWTH OPPORTUNITIES:
Fairness and recognition is something that employees look forward to in a workplace.
Fairness would mean avoiding favoritism, having equal access to growth opportunities,
assigning task and schedules equitably, and being recognized for good performance. It
also means not tolerating low performance.
People value opportunities to learn new skills, often; employees intent to stay with or
leave an organization depends on their perception of growth opportunities there. Hence
an attempt has been made to study Retention Strategy Management. A Study conducted
with Gemini Communication Ltd.
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SCOPE OF THE STUDY
Employee Retention involves taking measures to encourage employees to retain in the
organization for the maximum period of time. Corporate is facing a lot of problems in
employee retention these days. Hiring knowledgeable people for the job is essential for
an employer. But retention is even more important than hiring.
There is no dearth of opportunities for a talented person. There are many organizations
which are looking for such employees. If a person is not satisfied by the job hes doing,
he may switch over to some other more suitable job. In todays environment it becomes
very important for organization to retain their employees.
The top organizations are on the top because they value their employees and they know
how to keep them glued to the organization. Employees stay and leave organizations for
some reasons.
The reason may be personal or professional. These reasons should be understood by the
employer and should be taken care of. The organizations are becoming aware of thesereasons and adopting many strategies for employee retention. Hence the study is based on
Retention strategy management.
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RATIONALE OF THE STUDY
With opportunities galore, todays employees look forward to job changes that meet their
earning or growth expectations. Organizations loyalty tends to be identified with high
performance and not tenure. The present study aims at studying various aspects which
influence the retention strategy of employees in Gemini communication ltd,Chennai.
Although the important components of Employee retention strategy management
were comprehensively discussed, the study is based on the opinion expressed by the
employees. I have opted Gemini communication ltd, Chennai with the aim to know
the Employee retention strategy management of the employees there because
Gemini Communication, over the last 11 years has built up a reputation of being one of
the most innovative Networking companies in India and I wanted to know more about the
company and the Employee retention strategy management.
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OBJECTIVES OF STUDY
PRIMARY OBJECTIVE:
To analyze and measure the retention strategy of the workers.
SECONDARY OBJECTIVES:
To analyze the employees are recognized for their good performance.
To study whether the employee have any restriction on growth
opportunities which help them to retain in organization
To analyze the employees have a good working atmosphere.
To analyze the employees have a work life in the concern.
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RESEARCH METHODOLOGY
INTRODUCTION:
Research methodology is a way to systematically solve research problem. Research
methodology is understood as a science of studying how research is done scientifically.
The various steps adopted by a researcher in studying the research problem along with
the logic.
RESEARCH DESIGN:
The research design constitutes the blue print for the collection, measurement and
analysis of data. There are three types of research design. They are exploratory research
design, experimental research design and diagnostic research design. Here I have adopted
Descriptive for the study.
DESCRIPTIVE RESEARCH DESIGN:
Descriptive Research studies on those studies which are concerned with describing the
characteristics of a particular individual or of a group.
DATA COLLECTION:
There are two types of data. They are primary data and secondary data. For the purpose
of study I have used both primary and secondary data.
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PRIMARY DATA:
The primary data are those which are collected for the first time and a fresh, and thus
happen to by original in character. The primary data was collected through personal
interviews with structured questionnaire among the employees.
SECONDARY DATA:
The Secondary data are those which have already been collected by someone else and
which have already been passed through the statistical process. The secondary data was
collected from books, magazines and also from exiting records and files.
DESIGN OF QUESTIONNAIRE:
There are two types of questionnaire they are open ended questionnaire and closed ended
questionnaire for the purpose and convenient, I have selected the both the closed & open
ended questionnaire that is structured questions.
SAMPLE DESIGN:
A sample is a sub set from the total population. It refers to the techniques (or) the
procedure the researcher would adopt in selecting items for the sample. There are various
sampling design available among those I have selected probability sampling. In that I
have adopt simple random sampling for the purpose of collecting data.
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RANDOM SAMPLING:
The selection of items from a sample depends on chance. Each and every item of
population will have equal chance of being included in the sample. It is expected that by
allowing equal probability to all population units, the different characters that are present
in the universe a given adequate representation to make it a probability sample.
SAMPLE SIZE:
For the purpose of the study 100 employees were selected and data were collected using
the questionnaire. Among 100 respondents, 65 are males and rest of them are females.
TOOLS USED FOR ANALYSIS:
The researcher has used percentage analysis and weighted ranking method for the
purpose of analysis.
PERCENTAGE ANALYSIS:
Percentage analysis refers to a special kind of ration, percentage are used in making
comparisons between two or more series of data. Percentage reduced everything to a
common base and there by allow meaningful comparisons to be made.
Percentage= no of respondents/ total respondents * 100
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WEIGHTED SCORE AVERAGE RANKING METHOD:
This method is used to rank the various exiting groups by assigning the weighted score to
that variable. The highest weight score will be assigned as first rank and the least score
will be assigned to the last rank.
W= x1w1 / w1
CHI-SQUARE TEST:
A chi-squared test, also referred to as chi-square test or test, is any statistical
hypothesis test in which the sampling distribution of the test statistic is a chi-squared
distribution when the null hypothesis is true, or any in which this is asymptotically true,
meaning that the sampling distribution (if the null hypothesis is true) can be made to
approximate a chi-squared distribution as closely as desired by making the sample size
large enough.
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HYPOTHESES
1. H0= Growth opportunities is not an important factor which leads employees to
retain in organization
H1= Growth opportunities is one of the important factors which leads employees
to retain in organization
2. H0= The employees are not recogonised for their good performance
H1= The employees are recogonised for their good performance
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REVIEW OF LITERATURE
The literature clearly indicated that there are six keys to retaining personnel.
They are recruiting, communications, training, job satisfaction, pay, and benefits.
Recruiting
Marx (1995) The effort to retain the best personnel begins with recruiting. Attracting
and retaining the best people are not two different things, but are the same thing. Both
require creating and maintaining a positive reputation, internally as well as externally.
Employers must be honest with the recruit about the beliefs, expectations,
organizational culture, demands, and opportunities within the organization. By
representing the organization realistically, a department will attract those who will be
content working within the culture
Denton (1992) Follows this up by stating that, the better the match between recruits
and the organization the more likely you are to retain them.
Lynn (1997) believes that you must take time during the hiring process to make wise
decisions. The employer must be candid about the working conditions, responsibilities,
opportunities and other details to reduce the chances of making hiring mistakes.
Taylor and Cosenza (1997) Strengthen this thought by noting that it is imperative that
companies give prospective employees a true picture of the organization, if they hopeto
match the personality type with the climate and culture of the organization.
The literature was clear in pointing out that if departments want to increase retention
they must start with a solid recruiting process.
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Communications
Carney (1998) believes that the key to employee retention is quite simple:
communicate, communicate, communicate. Communication with the employees must
begin early on in the relationship. He believes that the imprinting period of a new
employee is probably less than two weeks. Employers must engage the employee early
on by sharing how important the job they do is. Lynn (1997) follows this up by stating
that early on an atmosphere of fairness and openness must be created by clearly laying
out company policies.
Taylor and Consenza (1997) indicate that it is important to communicate the values of
the organization to its employees in order to increase their level of consent,
participation, and motivation. Lack of communication may result in gaps between
managements perceptions of quality employment and the employees desired and
perceived quality of employment.
Carney, (1998) There must be a common purpose and trust among employees. People
want to feel as if they are a vital piece of something larger. As Denton (1992) points
out, managers must make sure employees know what they should do and why it is
important.
Lynn (1997) notes that communications must be a two way street to be effective.
Employers must listen to what employees have to say. An atmosphere must be created
in which employees feel comfortable making suggestions and trying our new ideas.
Lynn echoes this thought by pointing out that the vision of the organization must be
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shared with the employee as well as the importance the employees play in helping
fulfill it.
Training
As was noted earlier it is important that the employee feel like a valued member of the
organization.
Marx (1995) Training helps underscore this message. Training personnel is a way to
show you respect them and want them to grow. The department is making an
investment in the employee by offering training.
Lynn (1997) Good training can de-emphasize salaries and benefits, in part by building
a positive work environment and by giving employees advancement opportunities
.Lynn goes on to say that training helps strengthen employee loyalty.
Mendonsa (1998) Training can help revitalize personnel. For an increasing number of
people, the chance to learn new skills is a significant personal goal for both the career
opportunities education can provide and for the chance to do something a little different
Training emphasizes to the employee that they are valued and respected. This in turn to
increased loyalty and retention.
Job Satisfaction
Mendonsa (1998) While an organization must be competitive in terms of
compensation and benefits, it is the relationship with the supervisor that is often a
crucial factor in determining whether a person stays or goes.
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Taylor (1997) Employees want more interaction with management, more self-
satisfaction on the job, more responsibility and more control over decisions affecting
them. They want their work to make a difference and want to be part of something that
matters . Departments should encourage innovation by soliciting the advice and input
of their staff members, followed by responses to ideas, complaints or questions.
Spragins, (1992). It is difficult to keep people on the job if they have no say in how to
do it
Mendonsa, (1998)People need to be recognized for their accomplishments in the
workplace. In most organizations the feeling of under-recognition is the most pervasive
feeling in the workplace.
Carney (1998) Provide a great deal of personal and team recognition.
Lynn, (1997) Recognize achievements with memos, mentions in staff meetings or
articles in the newspapers.
Taylor (1997). To retain employees, departments must offer career advancement
opportunities. Departments failing to offer employees career opportunities, room for
advancement and enhancement of skills and knowledge may find it difficult to retain
qualified employees.
Marx (1995) concludes this by pointing out that promoting from within is one of the
proven methods of employee retention. Promoting from within shows that there is truly
room for advancement and growth within the department.
Employee involvement, recognition, importance of work, and career advancement
opportunities are all important, when dealing with employee retention.
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Pay and Benefits
Mendonsa, 1998).In general people think that money and benefits or lack thereof, are
the main reasons people leave their jobs, but this is not the case. While compensation
and benefits may be a key factor in the final decision-making process, a money
shortage is usually not what causes people to look in the first place.
Branch, 1998). Money may be the reason they give when they resign, but its like
white noise. They are conscious of it for a while but if they are bored on the job,
money alone is not going to keep them there.
Denton (1992).Although traditional benefits such as vacation and health are still
important, todays workers are also looking for more non-traditional benefits. Benefits
such as flexible work ours, availability of childcare tuition assistance programs and
discounts on services now top the list of desired benefits. The literature clearly
indicates while still factors, money and benefits are not as important as job satisfaction
in terms of employee retention.
Eskildesen & Hammer (2000). 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 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.
Eskildsen and Nussler (2000) suggest that employers are fighting to get talented
employees in order to maintain a prosperous business. Ray Hammer (2000) as well as
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many other researchers/authors agree. Mark Parrott (2000) believes that, there is a
straight line between employee satisfaction and customer satisfaction. He believes that
todays 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-andmore
tapped-out. The research below, which focuses primarily on employee retention through
job satisfaction, supports this contention.
Hammer ; Marini; Denton (2000) 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.
Eskildsen & Dahlgaard; Kim; Kirby; Lee; Money; Wagner (2000). Every person will
have his or her own definition of what it means to be satisfied with a job. Studies show
that employees who are satisfied with their jobs are more productive, creative and be
more likely to be retained by the company . Today, changes in technology, global
economics, trade agreements, and the like are directly affecting employee/employer
relationships. Until recently, loyalty was the cornerstone of that relationship. Employers
promised job security and a steady progression up the hierarchy in return for the
employees fitting in, performing in prescribed ways and sticking around. None of these
assumptions apply today. Restructuring and layoffs occurring today are expected to
continue far into the future. Employees are now finding that previous job skills are no
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longer valuable. They must now create new job growth possibilities, rather than waiting
on promotions to be handed out. Fostering employee commitment can have a great
impact on decreasing turnover rates.
Bishop, (1997) Research shows commitment has a positive effect on productivity,
turnover and employees willingness to help co-workers. In fact, increased employee
commitment has been shown to improve team performance and productivity and decrease
absenteeism, turnover, and intention to quit. However, companies can take action to
ensure that these increasing trends are minimized within their own individual cultures.
Therefore, strong retention strategy must be implemented.
Byrnes, (2002,) First, a corporate values system must be defined based upon the
organizations values and vision. These values must guide the company and identify
those employees desiring to move in the same direction. Next, trust must be established
within all parts of the business. Security comes from trust and trust comes from honesty
and communication. The bottom line is that employees want to know their employer will
be straightforward with them. Establish a process for sharing important information
related to your business with your employees. Third, assess employee priorities through
surveying. The answers will allow an organization to structure effective reward
programs, thus increasing employee satisfaction. Fourth, Byrnes recommends doing
industry homework. Companies need to understand competitors compensation and
benefit programs. A clearer understanding of what is expected by employees within the
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industry provides the company the opportunity to increase satisfaction. Finally, the
creation of a compensation and benefit package, supportive of company values and
employee needs, is essential.
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LIMITATIONS OF THE STUDY
The data is collected using questionnaire and the study is limited to the data
collected.
This survey is conducted only to limited number of employees.
Analysis, interpretation and findings are based on the collected information from
the respondents.
The study is conducted on limited of time.
Since we are students, money is the main factor of difficulty.
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CHAPTERISATION
CHAPTER 1- INTRODUCTION: This chapter contains the introduction, need and
importance of the study, scope and significance of the study, rationale of the study,
objectives of the study, research methodology and limitations of the study.
CHAPTER 2- LITERATURE REVIEW: This chapter will contain a critical review of
the available literature on the subject of employees retention ofstrategy management,
and will also discuss various articles related to the topic of the study.
CHAPTER 3- RESEARCH TOPIC: This chapter will contain the theories related to of
employees retention of strategy management.
CHAPTER 4- DATA ANALYSIS AND INTERPRETATION: This chapter will
contain the data analysis and the interpretation and calculation of hypothesis.
CHAPTER 5- SUMMARY AND CONCLUSION The fifth chapter consists of the
summary, findings, suggestions, and conclusion.
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COMPANY PROFILE OF GEMINI COMMUNICATION LTD
Gemini hi-tech was set-up as a partnership company in 1991 to monochrome monitors.
In 1995, Gemini Communication Ltd took over Gemini hi-tech co. with an objective to
provide IT solution in the emerging markets.
Gemini Communication, over the last 11 years has built up a reputation of being one of
the most innovative Networking companies in India. The wide spectrum of solution
offerings enables Gemini to compete against the best of breed in technology & services.
It also enables a very sound technical understanding & knowledge of the business,
customer needs & technical updating that so dynamically happens.
Gemini Communication Ltd has offices in 15 locations across the country. We achieved
a turnover of close to Rs 70 Crores. 350 people work for Gemini Communication across
all these locations. Gemini Communication Ltd is a listed public limited company in
Mumbai, Delhi and Chennai stock exchange. The company has been consistently divided
paying for the last 7 years and financially very healthy.
While all competing networking companies focus on building LAN & WAN
Infrastructure, Gemini Communication focuses its energies beyond. Gemini is the only
company that can provide compressive understanding of network performance built
already or the one getting built. We take pride in qualifying ourselves as a Network
Evaluation company and Network Installation or Integration Company.
We won the Cisco Reseller of the year award - 2000; repeated it in 2001 and was
nominated by Voice & Data Magazine as the Southern Raja Networking. We would
take pride in being amongst the Top 12 Networking companies in India.
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Gemini brings varied expertise and experience of implementing several projects in India.
Our highly motivated staff has proven expertise o deliver complex turnkey solution in
defined time frame to the utmost satisfaction of clients. Gemini offers state-of-the-art
technology solutions with partnerships from leading technology companies around the
world.
COMPANY VISION
Practice to deliver healthy and honest ways, we perform in work and life and spreading
this practice throughout our global eco-system.
Building on our intellectual property asset base, products, services and long lasting
customer relationships.
We will create innovative and flexible solutions that offer our customer a tremendous
competitive advantage and help them meet their business goals.
COMPANY QUALITY:
We have been practicing our own organizational standards for service delivery and our
activities. This also enables us to evaluate, improve and motivate our people, processes,
projects and practices. Gemini communication ltd is an ISO 9000 certified company.
QUALITY POLICY
In the world of high innovations and rapidly changing technology trends, we endeavor to
be dynamic in acquiring technical expertise, preparing ourselves to recognize and
practice novel methods which provide value for customers investments, facilitating their
business objectives thereby winning customers trust and confidence while continually
improving ourselves in all spheres of activities.
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GEMINIS CHARACTER
Customer: By delivering IT solution to improve their product and services, their
customer focus and thus their compositeness in the marker.
Alliance Partner: By working closely with them to create with situation in all business
associations.
Staff members: By creating the best work environment, providing challenging
assignment and opportunities to constantly update their technical expertise.
GEMINI TECHNOLOGY BASE
Gemini has a strong technology base to provide world-class solution to our customers.
The following is a brief of such technology areas where Gemini offers solutions:
LAN / WAN Division
Computer Technology Integration (CTI)
Network Care Services
Network Care Products
RFID
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OUR STRENGTHS:
The organizations strength is derived from
High level consultancy and Project execution experience
Our clients
Technical expertise
Experienced management team
Scalable infrastructure
Quality commitment
HIGH LEVEL CONSULTANCY AND PROJECT EXECUTION EXPERIENCE
Gemini has a high level of technical consultancy experience in Information Strategy
Planning, Network & Information Architecture, Business Process Re-engineering and
Analysis and Design of Information Systems. The Project execution experience includes
system Integration, Network design and development, project implementation and
training.
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TECHNICAL EXPERTISE
Our engineers are skilled professionals, which reflect in their profiles. They ensure
minimum downtime in IT systems. Our Engineers are certified in the following areas.
HPProcure NetworkingPremium Solution Partner
NortelBronze Partner
Commscope (Avaya)Certified Integrator and Installer
FinolexCertified Specialists
AMPNetwork Installation Specialists
Net gearNetwork Integrator, HPGold Partner
Para dyneBusiness Partner
Tasman NetworksDistributor
Net gear, Allied TelesynCertified Engineers
Watch guardSolution Partner
Sophos A VBusiness Partner
VfotressSolution Partner
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HitachiStorage Partner
EMCSales Associate
Computer AssociatesSolution Partner
Fluke NetworksDistributor
Converged AccessDistributor
Mitel NetworksDistributor
Vox SpectrumSolution Partner
Aperto NetworksDistributor
Checkpoint certified Engineers for Firewall Installation & Trouble Shooting.
Certified RF Specialists from PCOM and Wave Wireless
CCNA, CCDA, MCSE and CNE Engineers.
OUR CLIENTS
A detailed list of customer and their appreciate reference about us would be given on
request, across any industry segment and technology products.
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EXPERIENCES MANAGEMENT TEAM
Our management team of professionals with wide experience in the information
technology industry. It includes managers with excellent track record, held senior
position in multinational IT companies, specialized in international projects and global
marketing expose.
Our project manager has handled projects with man team spread across different
geographical locations. Many of our senior professionals are members of various
prestigious associations.
GEMINI CUMULATIVE EXPERIENCE IN THE FOLLOWING SECTORS
Banking
Insurance
Stock Exchange
Pharmaceuticals
Trading and Distribution
Manufacturing and Processing
Retailing
Telecommunication
Transportation
QUALITY COMMITMENT
We have been practicing our own organizational standards for service delivery and our
activities. This also enables us to evaluate, improve and motivate our people, processes,
projects and practice.
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FINANCIAL HIGHLIGHTS
The Sales Income and the profit for the last 3 years as per audited accounts would be
furnished.
(Rs in lakhs)
Particulars 200910 200809 200708
Total sales/income 36067.86 29247.12 24901.8
Total expenditure 32083.81 27724.77 21296.07
Profit before tax 3984.05 1522.35 3605.73
Provision for tax 721.37 505.28 858.08
Net profit after tax 3262.68 1017.07 2747.65
Provision for dividend 50.07 48.59 154.77
Dividend tax 8.51 8.26 26.30
Transferred to General Reserve 257.43
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ORGANIZATIONAL STRUCTURE
The business is organized in terms of 5 strategic business units, as mentioned above,
which are highly focused, empowered, self-sufficient business units, with greater
ownership for actives and results. In order to dovetail these business units with the core
competencies in the technologies, we follow a matrix structure. Technical people belong
to the core competency Group and are assigned to the SBUs on a need basis. Thus,
dynamic group are formed with the necessary expertise to implement the projects and at
the end of the projects, the group are distressed and the people are developed back to the
Core Company Group.
At Gemini, we follow the open work culture where considerable flexibility and freedom
are given to the people in order to bring out their best creativity and productivity. We
continuously have given them opportunities for their skill development and exposure to
the new technologies, through internal and external training programs. We mobility for
optimal utilization of the experience and the expertise of the people. We believe in and
practice trust and transparency among the people and the management.
In the Information Technology industry, the biggest challenge today is the selection and
retention of people. The management knows the aspirations of the young professionals
and provides a congenial atmosphere for them to work in the high technology areas and
state of the art development environment. Our HRD group plans for the career
development of our people and offer challenging overseas assignments. We are
providing not only industry standards remuneration to our people, but also plan for
productivitybased incentives, services longevity bonus and employees stock option for
the achievers.
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MILESTONES OF THE COMPANY
2010:
Implementing Mobile WiMAX network
Acquired Rosy Blue Wireless, Africa
Gemini Geoss Energy Pvt. Ltd. formed
2009:
Acquired SANAT Technologies
2008:
Gemini communication acquires Veeras Infotek
2007:
Gemini communication bags order from TNEB for BEST project towards
computerization of 1725 collection centers.
Gemini gets order worth of Rs. 57 crores from Punjab Government for supply,
install and maintain IT infrastructure for 2085 government schools across state.
Gemini Communication Ltd has partnered with the Chennai-based Midas
Communication Technologies to execute the EDWAS project (broadband
corDECT) for BSNL in Tamil Nadu, Karnataka and Haryana.
2006:
Chennai-based networking, systems integration and RFID solutions has acquired
Point Red Technologies of the US.
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2005:
Gemini turned 100crore Company with 450 people across country.
Gemini establishes foot print in more than 25 locations across country.
Traze RFID goes global. Products exported to Middle East and South Asia.
First Indian Exporter of RFID products.
2004:
Profit centre concepts gains more precision.
Management team becomes broader.
First export order received by RFID team.
Companys turnover crosses Rs. 50 crores, with more than 150 people.
2003:
The Entrepreneurship concept starts to pay dividends. A core team of 12 people
forms the Management team to decide on all Business issues.
CTI Division started.
Huge orders received from Telecom majors and Government.
2002:
Established Delhi Branch
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Focus shifts to Government Segment also and achieved 20% of business revenues
through Government Tenders alone.
Conceptualized RFID Division and started work.
2001:
Build an Entrepreneurship concept within the organization to allow Middle Level
Management to Head Business Divisions.
Won large Government orders in Kerala, stamping a firm foothold there.
2000:
Opens office in Mumbai
Diversifies into Network Security areas and launches Network CARE division to
cater to Network Security and Network Analysis needs.
Raised capital by placing shares with M/s. Birla Mutual Fund.
1999:
One of the first companies to start building Wireless Last Mile links for Internet
Service Providers.
First company to offer Network Audit Solutions.
1998:
Widens scope of product and service offering
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More Corporate Customers, like the Murugappa Group, choose Gemini for their
Network and Wireless requirements.
Enters into a Distribution Agreement with Fluke Networks, to market Network
Analyzers.
1997:
First company from South India to come out with Wireless WAN Solutions.
1996:
Quotes in Chennai and Delhi Stock Exchanges.
Gets it first large order from the TVS Group to build LAN at their factories in
Hosur and Padi, Chennai.
Starts marketing VHF based Press to talk Radios.
1992:
Gemini Communication Ltd incorporated team strength of. Gemini buys out the
Monochrome Monitor manufacturing firm Gemini Hi-tech Computer Co., which
had produced close to 10000 monitors beginning from 1991.
Successfully goes through the initial Public Offer. Opens offices across South
India, with a combined focus on selling Modems, Networking Solutions and
Monitors.
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EMPLOYEE RETENTION STRATEGY MANAGEMENT
Employee retention
Employee retention is a process in which the employees are encouraged to remain with
the organization for the maximum period of time or until the completion of the project.
Employee retention is beneficial for the organization as well as the employee.
Employees today are different. They are not the ones who dont 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 dont, 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:
Compensation
Environment
Growth Relationship
Support
Employee retention would require a lot of efforts, energy, and resources but the results
are worth it.
Importance of employee retention
Now that so much is being done by organizations to retain its employees, why is retention
so important? Is it just to reduce the turnovercosts? Well, the answer is a definite no. Its
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.
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The process of employee retention will benefit an organization in the following ways:
1. The Cost of Turnover:
The cost of employee turnover adds hundreds of thousands of money to a company's
expenses. While it is difficult to fully calculate the cost of turnover (including hiring
costs, training costs and productivity loss), industry experts often quote 25% of the
average employee salary as a conservative estimate.
2. Loss of Company Knowledge:
When an employee leaves, he takes with him valuable knowledge about the company,
customers, current projects and past history (sometimes to competitors). Often much time
and money has been spent on the employee in expectation of a future return. When the
employee leaves, the investment is not realized.
3. Interruption of Customer Service:
Customers and clients do business with a company in part because of the people.
Relationships are developed that encourage continued sponsorship of the business. When
an employee leaves, the relationships that employee built for the company are severed,
which could lead to potential customer loss.
4. Turnover leads to more turnovers:
When an employee terminates, the effect is felt throughout the organization. Co-workers
are often required to pick up the slack. The unspoken negativity often intensifies for the
remaining staff.
5. 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
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times goes unnoticed. And even after this you cannot assure us of the same efficiency
from the new employee.
6. 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.
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.
What Makes 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:
Job is not what the employee expected to be: Sometimes the job responsibilities
dont come out to be same as expected by the candidates. Unexpected job
responsibilities lead to job dissatisfaction.
Job and person mismatch: A candidate may be fit to do a certain type of job
which matches his personality. If he is given a job which mismatches his
personality, then he wont be able to perform it well and will try to find out
reasons to leave the job.
No growth opportunities: No or less learning and growth opportunities in the
current job will make candidates job and career stagnant.
Lack of appreciation: If the work is not appreciated by the supervisor, the
employee feels de-motivated and loses interest in job.
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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 imbalance: Job stress can lead to work life
imbalance 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: An attractive job offer which 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.
Employee Retention Tools
In the present scenario, world is turning into a global village and the whole globe is
reachable from any destination. In this small world even companies are reachable to the
people and vice versa. And so their jobs are also easily accessible for everyone. In this
situation, the biggest challenge for a company is to retain its workforce intact especially
the Knowledge Banks.
All the companies are planning to increase their turnover every moment of time. While in
all this workout of increasing the turnover they forget about their loss incurred by the
resignation of employees and the expenses of hiring new employees (Hiring Cost,
Training Cost, Productivity Loss etc.). This hiring of a new employee normally costs
around 35% or more of the average employee salary. For example- let us consider
average salary of an employee per year as Rs.20, 000, and then the cost of hiring a new
employee and other expenses come around Rs.7, 000. If you have 2 employees resigning
per month the cost comes to Rs.14, 000 and taking the same for 12 months comes to
around Rs.168, 000, which is a direct loss from the turnover of the company. And after
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all this there is always a risk of getting a right employee for the right position with a right
attitude.
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 (He might be better and might not be). You require time to judge
his capabilities and work nature. The loss is even graver if he/she is Your Knowledge
Bank, this can bring your process to a standstill even. And above all these things, one
resignation many a times triggers a chain reaction among other employees, leading to a
negative effect.
Below are few of the tools for Employee Retention:-
1. Employee Reward Program- You can make a provision of Monthly or Quarterly
Award (depending upon the budget) for the best employee, Awarding 2 or 3 best workers
each month. The award can be in terms of gifts or money.
If it is money then it should be divided into two parts, first part to be given with the next
month salary and the remaining after 6 months. In this way he/she can be retained for 6
more months. These rewards shall be considered at the time of appraisal.
2. Career Development Program- Every individual is worried about his/her career. You
can provide them conditional assistance for certain courses which are beneficial from
your business point of view. Conditional assistance means the company will bear the
expenses only if he/she gets an aggregate of certain percentage of marks. And entrance to
that course should be on the basis of a Test and the number of seats to be limited. For
getting admitted to such program, You can propose them to sign a bond with the
company, like they cannot leave the company for 2 years or something after the
successful completion of the course.
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3. Performance based Bonus- The employee always comes to know about the profit of
the company which is of course based on the strategic planning of the top management
and the productivity of the employee. To get more work out of the employee, You can
make a provision of Bonus. By this employee will be able to relate himself with the
companys profit and hence will work hard. This bonus should be productivity based.
4. Employee Referral Plan- You can introduce Employee Referral Plan. This will
reduce your cost (charges of external consultants and searching agencies) of hiring a new
employee and up to an extent you can rely on this new resource. On every successful
referral, employee can be given a referral bonus after 6 or 9 months of continuous
working of the new employee as well as the existing employee. By this you can get a new
employee at a reduced cost as well as are retaining the existing one for a longer period of
time.
5. Loyalty Bonus- You can introduce a Loyalty Bonus Program in which you can reward
your employee after a successful completion of a specified period of time. This can be in
the form of Money or Position. This will encourage the fellow employees as well whether
they are interested in money or position, they will feel fascinated.
6. Giving a voice to the Knowledge Banks- First of all you should try to retain your
workforce intact, as they are the intellectual asset of the company. And above that you
cant afford losing yourknowledge banks. These are the people who stabilize the process.
You can involve them in some of the decisions.
7. Employee Recreation- You should also let your employees enjoy in a light mood.
You can take your employees to a trip or for an outing every year or bi-yearly. You can
make use of this trip as well. You can start this trip with an opening note about the
management views and plans, strategies etc. At the same time you can involve your top
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management into some of the fun activities as this will make feel the employees that they
are very close to the management and everybody is same.
8. Gifts at some Occasions- You can give 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.
9. Accountability- You should make each employee accountable so that he can also feel
that he is as important as his manager. If he/she will be filled with this sense, he/she will
seldom think of leaving the company.
10. Making the managers effective and easily accessible- You should make the
management easily accessible so that the employee expectations can be clearly
communicated to the top management, as it is impossible for the top management to
reach each employee frequently.
11. Surveys- You should conduct regular surveys for feedbacks from employee about
their superiors as well as other issues like food, development plans and other suggestions.
This will make them feel of their importance and the caring nature of the company. Some
of the suggestions might be of real good use for the company.
For a company, the workforce is like an intellectual property, both in terms of skills and
money. A trained and content workforce can lead a company to new heights while a
opposite one can hamper it badly. So, every resignation saved is every dollar earned.
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Recruitment:
According to Dowling and Schuler Recruitment is defined as searching for and
obtaining potential job candidates in sufficient numbers and quality so that the
organization can select the most appropriate people to fill its job needs
Recruitment Methodology
Selection of right recruitment methodology is the most important aspect of the
recruitment and selection process of the organization. Employers of necessity are,
approaching recruitment more proactively as they compete to attract prime candidates to
their organizations. Most of the successful organizations are carefully weighing the
benefits and drawbacks of various recruitment sources and sometimes abandoning
traditional sources, substituting more creative techniques. Likewise the number of
employers using electronic techniques is increasing day-by-day. We should not ignore
multitude of recruitment options and resort to using same sources each time. We should
decide carefully which recruitment sources are to be used.
Sources of Recruitment
The recruitment source is nothing but the source from which the company gets its
potential employees for the available job vacancy. There is different kind of sources from
which the organization gets its required employees.
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SOURCES OF RECRUITMENT
In
ternalsources
Sou
rcesOFrecruitment
Externa
lresources
Present employees
Employee referrals
Former employees
Previous applicants
Advertisements
Employment exchanges
Campus Recruitment
Consultants
Contractors
Radio and TV
Competitors
E-recruiting
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Internal Source of recruitment
The current employees of an organization are going to be a major source of recruit for the
organization as they know everything about the organization. Hence for the purpose of
promotion or for any transfer the internal source of recruitment is going to be of great
asset to the organization. Generally the internal source of recruitment are going to be the
transfer, promotion demotion, upgrade, retired employees, retrenched employees and also
the relatives of the deceased employees. Therefore the internal source of recruitment can
be classified into two major types they are the Job-posting programs and the Departing
employees.
Job posting Programs
The basic purpose of job posting is to motivate the employees for promotion or for
transfer which they desire. But not all job openings are posted in the job posting program.
Job posting is generally done for low level jobs such as the technical level job,
supervisory position etc. Job posting is a positive step as the HR department is able to fill
the internal job vacancy with the available candidate and also has been able to fulfill the
needs of the workers. This is nothing but a self nomination of employee for the available
vacancy. Self-nomination is generally done by the workers who require transfer for
personal reasons or to broaden their skills.
Departing Employees
Another source of internal recruitment is from the departing employees of the
organization. In Buyback process plays an important role in the internal source of
recruitment. It is nothing but when the employee resigns the current job and joins a new
job the original employer outbids the new job. There are certain ethical issues in the
Buyback method as it does not to the report the original job that was taken.
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External Source of recruitment
The external source of recruitment comes into play when the internal source of
recruitment is not able to fulfill the available vacancy. In external source of recruitment
the HR department must look for applicants outside the organization. The various types
of external sources of recruitment are,
Walk-ins and Write-ins
In walk-in form of recruitment the job seeker directly contacts the HR of the firm, where
as in write-in form of recruitment the job seeker sends a written copy to the HR. In both
these methods the applicants application is taken and kept for further referring of the
individual. Interview walk-ins can be especially productive, because they might meet the
recruitments of hard-to-fill positions. These positions are generally nonexempt and walk-
ins are also cost effective.
Employee Referrals
The next method of recruitment source is the referral by the employee. The employee
referral has got many advantages so this can be a source of recruitment. The first
advantage is that the employee with hard-to-find job skills may know others who do the
same work another advantage is that the employees who are recruited from this method
try not to embarrass the person who recommended them. The last advantage is that the
newly selected employees get to know about the organization from the persons who
suggested them. The disadvantage of this method is that it may lead to lead a
development of particular race or religion in the workforce which will lead to the charges
of discrimination. Employee referral is one of the cheapest and reliable sources of
recruitment.
Advertising
Advertising is the popular way of recruiting candidate as it attracts large number of
people. The ads clearly describes the wants hence it is easy to get the best fit from the
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available applicants. There are different types of ads such as the want ads, blind ads and
writing ads. Newspaper advertisements remain the most popular, stead fast, reliable and
often effective means of attracting qualified peoples.
Professional Recruiter
Professional recruiters go by various names, including employment agencies, technical
recruiters and executive search firms/head-hunters.
If used effectively these recruiting companies can save you the time and expenses you
would otherwise expend in generating and initially screening your own pool of qualified
job candidates and in many cases they do better job of it.
Creative recruitment sources
When traditional recruitment sources dont yield the results you need in terms of quality
of candidate dot timelines, consider more creative recruitment solutions
1. Airplane banners
2. Banners and signs
3. Billboard and advertising
4. Bumper Sticker Advertisements
5. Company-sponsored social affairs
6. Movie advertisements
7. Newspaper inserts
8. On-site recruitment
9. Pre-employment training
10. Response Card
11. Sporting Events
12. Try-a-job
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The internet
This technique is the very recent technique for the recruiting purpose. Every organization
is thinking of participating in online recruitment. Many organizations are just simply
putting online advertisements and some are using whole internet database to online
recruitment. The primary advantages to recruiting online are cost, speed a reduction of
paperwork and access to a greater number of candidates from around the world.
Disadvantages include a lack of breadth of reach, attracting inappropriate or unqualified
responses, and difficulty in tracking resumes.
Educational Institutions
At present many educational institutions provide placement to the current students who
basically do not have any experience. Educational institutions recruitment is on rise in
most of the developed and developing countries where there are high standard colleges
and universities.
But in term of underdeveloped countries this technique is still new and only few
organizations have started using it in minimal level. This method is one of the most
efficient techniques as you can get access to large pool of qualified people from various
backgrounds.
State employment Security agencies
The state employment security agency is there in every state government it is also called
as the unemployment office. The work of this agency is to match the job seekers with the
job openings. This agency makes use of the job banks which has the details about the
available job vacancy.
Private Placement agencies
These agencies which are found in almost all major metropolitan areas help the
employers to recruit the candidate who has the required qualifications. Generally these
agencies match the available vacancy with the job seekers qualification and if they
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match the qualification they notify it to the job seeker. Then the organization, electricians
recruits the job seeker by following their policies.
Job Fairs
Job fairs allow organization representatives, usually over a period of two days to get in
touch face to face and take interview numerous applicants; often form a specialized field
of population. Organizations can host their own fairs or participate in those run by
others, paying flat fee to interview and subsequently hire a possible unlimited number of
qualified candidates.
Recession
Recession is termed as a period of general economic decline; specifically, a decline
in GDP for two or more consecutive quarters.
Impact of recession
The adverse impact of recession on the recruitment process of the organization is
discussed in the following chapter. The effect of recession in UAE is also discussed.
United Arab Emirates (UAE) is discussed as the projects undertaken by the organization
are mostly based on this country
Recruitment During recession
Recruitment during recession looks a strange idea hence most of the managements do not
go with this idea hence the first challenge for the recruitment personnel is to convince the
management for the recruitment during this time. He should make them understand that
freezing the hiring process is not the proper way to handle this situation rather this is a
big disadvantage to the company. After getting the nod from the management the
recruitment process must be carried out seriously as the recruiter has to consider many
other factors during this time rather than the normal time.
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Employee Retention Strategies
The basic practices which should be kept in mind in the employee retention Strategies
are:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the organization.
4. Have faith in them, trust 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 and have fun.
Causes for labour turnover:
Reduced quality of work because of discontinuance of business, changed
industrial process, seasonal fluctuations in relation of volume of business and
industrial depression etc.
The nature of work, low wages, poor working conditions, less opportunities for
advancement can also create the problems of labour turnover.
Bad relations of workers with the management, when the management is not
satisfied with the performance of the employee, it takes disciplinary actions
against them.
Sometimes workers involve the activities of union in many situations this union
base activities of the workers create conflict with the management.
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Labour turnover may be occurring due to the poor health of the employee,
accident, death, superannuation etc. which are the personal problems of
employees.
Some employees have always focused on getting job in any other industry due to
their unsatisfied condition in the current industrial environment. These will lead to
the labour turnover.
The bad requirement applied by the management may leads to the occurrence of
labour turnover.
Measures to control labour turnover:
Analysis of the employees records and identifications of dissatisfied categories of
employees by the measure is necessary to reduce labour turnover.
Identification of the factor or source influencing turnover and exit interviews also
helps the management to reduce the labour turnover.
Separation of controllable factors from uncontrollable will be logical to solve
reduction of labour dues.
Provision of factory policies, procedures and practices is necessary for reducing
labour turnover.
Having identified and analyzed the factors, the unit should chalk out an action
plan to remove influencing factors. This will reduce labour turnover.
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1. Respondents nature of work.
Table 5.1
S. No. Attr ibutes No of respondents Percentage
1. Fully satisfied 91 91
2. Partly satisfied 6 6
3. Dissatisfied 3 3
( Source : Primary data)
Figure 5.1
Interpretation
From the analysis we found that 91% of the respondents are fully satisfied and only few
are not satisfied with the nature of work.
0
10
20
30
40
50
60
70
80
90
100
No of respondents Percentage
Fully satisfied
Partly satisfied
Dissatisfied
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2. Respondents satisfaction of salary.
Table 5.2
S. No. Attr ibutes No of respondents Percentage
1. Highly satisfied 48 48
2. Satisfied 34 34
3. Neutral 8 8
4. Dissatisfied 10 10
( Source : Primary data)
Figure 5.2
Interpretation
From the survey it is found that 48% of the respondents are highly satisfied about the
salary and only 10% of the respondents are highly dissatisfied.
0
10
20
30
40
50
60
No of respondants Percentage
Highly satisfied
Satisfied
Neutral
Dissatisfied
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3. Respondents views on recognition for performance.
Table 5.3
S. No. Attr ibutes No of respondents Percentage
1. Highly recognized 16 16
2. Recognized to an
extent.
22 22
3. Equally recognized 62 62
4. Not recognized 0 0
( Source : Primary data)
Figure 5.3
Interpretation
From the analysis 62% of the respondents say that they are recognized equally and rest of
them says that they are highly recognized to an extent.
0
10
20
30
40
50
60
70
No of respondents
Highly Recognized
Recognized to an extent
Equally Recognized
Not recognized
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4. Respondents good working atmosphere.
Table :5. 4
S. No. Attr ibutes No of respondents Percentage
1. Good atmosphere 68 68
2. Comfortable 18 18
3. Normal 13 13
4. Bad atmosphere 1 1
( Source : Primary data)
Figure :5. 4
Interpretation
From the survey it is found that 68% of the respondents say that they have a very good
atmosphere and only less number of respondents says no for good working atmosphere.
0
10
20
30
40
50
60
70
80
No of respondents
Good atmosphere
Comfortable
Normal
Bad Atmosphere
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5. Respondents view of restrictions for growth opportunities.
Table 5.5
S. No Attr ibutes No of respondents Percentage
1. Gender 10 10
2. Seniority 45 45
3. Non recognition 8 8
4. Job change 4 4
5. Work life balance 33 33
( Source : Primary data)
Figure 5.5
Interpretation
From the study reveals that 45% of the respondents are seniority and 4% of the
respondents are job change says restriction for growth opportunities respectively.
Gender
Senority
Non recognition
Job change
Work life balance
0
5
10
15
20
25
30
35
40
45
No of
respondents
Gender
Senority
Non recognition
Job change
Work life balance
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6. Respondents employees management relationship.
Table 5.6
S. No. Attr ibutes No of respondents Percentage
1. Highly satisfied 72 72
2. Satisfied 12 12
3. Neutral 11 11
4. Dissatisfied 5 5
( Source : Primary data)
Figure 5.6
InterpretationFrom the survey it is found that 72% of the respondents are highly satisfied and 5% of therespondents are highly dissatisfied in employee management relationship.
0
10
20
30
40
50
60
70
80
No of respondents
Highly satisfied
Satisfied
Neutral
Dissatisfied
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7. Respondents opinion about recession towards the job.
Table 5.7
S. No. Attr ibutes No of respondents Percentage
1. Fully affected 2 2
2. Partly affected 47 47
3. Not affected 36 36
4. Neutral 15 15
( Source : Primary data)
Figure 5.7
Interpretation
From the survey it is found that 47% of the respondents say that they are partly affecteddue to recession and the remaining 36% says that are not affected due to recession.
Fully affected
Partly Affected
Not affected
neutral
0
5
10
15
20
25
30
35
40
45
50
No of respondents
Fully affected
Partly Affected
Not affected
neutral
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8. Respondents protection towards retrenchment.
Table 5.8
S. No. Attr ibutes No of respondents Percentage
1. Multi tasking 48 48
2. Proper training
skill upgradation
31 31
3. Labor union 7 7
4. Mobility 14 14
( Source : Primary data)
Figure 5.8
Interpretation
From the survey it is found 48% of respondents protect themselves by having multi
tasking, 31% by proper training skill and only very few say that they protect by havinglabor union.
No of respondents
Multi tasking
Proper planing & skill
upgradation
Labor union
Mobility
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9. Respondents training program.
Table 5.9
S. No. Attr ibutes No of respondents Percentage
1. Yes 99 99
2. No 1 1
( Source : Primary data)
Figure 5.9
Interpretation
From the analysis it is found that 99% of the respondents are provided with proper
training.
No of respondents
Yes
NO
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10. Respondents type of training program
Table 5.10
S. No. Attr ibutes No of respondents Percentage
1. On the job training 58 58
2. Off the job training 42 42
( Source : Primary data)
Figure 5.10
Interpretation
From the survey it is found that mostly 58% is on the job training and remaining is
off the job training.
0
10
20
30
40
50
60
No of respondents
On the job training
Off the job training
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12. Respondents interest towards VRS.
Table 5.11
S. No. Attr ibutes No of respondents Percentage
1. Yes 30 30
2. No 42 42
3. Not sure 28 28
( Source : Primary data)
Figure 5.11
Interpretation
From the analysis 42% of the respondents say that it is necessary to provide voluntary
retirement service only 30% say that it is not necessary.
0
5
10
15
20
25
30
35
40
45
No of respondents
Yes
No
Not sure
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13. Respondents acceptance of VRS.
Table 5.12
S. No Attr ibutes No of respondents Percentage
1. Yes 36 36
2. No 26 26
3. Not sure 38 38
( Source : Primary data)
Figure 5.12
Interpretation
From the analysis nearly most of the respondents are ready to take up voluntaryretirement service.
0
5
10
15
20
25
30
35
40
No of respondants
Yes
no
Not sure
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14.Respondents companys clear cut policy to deal recession
Table 5.13
S. No Attr ibutes No of respondents Percentage
1. Yes 85 85
2. No 6 6
3. Cant say 9 9
( Source : Primary data)
Figure 5.13
Interpretation
From the analysis it is found that 85% of the respondents say that the company have clearcut policy to deal with issues of retrenchment at times of recession
0
10
20
30
40
50
60
70
80
90
No of respondents
Yes
No
Can't say
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15. Respondents global career opportunities
Table 5.14
S. No Attr ibutes No of respondents Percentage
1. Fully satisfied 76 76
2. Partly satisfied 21 21
3. Dissatisfied 3 3
( Source : Primary data)
Figure 5.14
Interpretation
From the survey 76% of the respondents are fully satisfied with the global opportunityprovided through various exposure & diverse experience.
0
10
20
30
40
50
60
70
80
No of respondents
Fully satisfied
Partly satisfied
Dissastisfied
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16.Respondents importance to experience/ seniority
Table 5.15
S. No Attr ibutes No of respondents Percentage
1. Yes 85 85
2. No 3 3
3. Cant say 12 12
( Source : Primary data)
Figure 5.15
Interpretation
From the survey 85% of the respondents say yes that they are given importance for their
experience and seniority.
0
10
20
30
40
50
60
70
80
90
No of respondants
Yes
No
Can't say
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17. Respondents fringe benefits.
Table 5.16
S. No Attr ibutes No of respondents Percentage
1. Yes 69 69
2. No 3 3
3. Cant say 28 28
( Source : Primary data)
Figure 5.16
Interpretation
From the survey 69% of the respondents are provided fringe benefits and only few say
that they are not provided fringe benefits.
0
10
20
30
40
50
60
70
80
No of respondents
Yes
No
Can't say
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18.Respondents career motivation
Table 5.17
S. No Attr ibutes No of respondents Percentage
1. Extra skills
developed
28 28
2. Higher
education
facilities
68 68
3. Special training 14 14
( Source : Primary data)
Figure 5.17
Interpretation
From the survey 28% of the respondents are motivated towards their career by extra skills
developed, 68% respondents motivated with higher education facilities.
0
10
20
30
40
50
60
70
80
No of respondents
Extra skills devoloped
Higher education facilities
Special training
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19.Respondents views on factors contributing towards growth opportunities
Table 5. 18
Rank by respondents
Rank
Factors
I I I I I I IV
Job security 35 26 21 18
Recognition 20 22 30 28
Salary 18 14 21 9
Good work place 17 29 20 34
Promotional prospects 10 9 8 11(source : primary data)
Table 5.19
Rank
factorsI II II I I V Total Rank
Job security 140 78 42 18 278 I
Recognition 80 66 60 28 234 II
Salary 72 42 42 9 165 IV
Good work
place68 87 40 34 229 III
Promotional
prospects40 27 16 11 94 V
Interpretation
From the survey respondents gave their,
1st
rank to job security
2nd
rank to recognition
3rd
rank to good work place
4th
rank to salary
5th
rank to promotional prospects
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CALCULATION:
JOB SECURITY:
= (35*4 + 26*3+ 21*2+ 18*1)
= (140 + 78 + 42 + 18)
= 278
RECOGNITION:
= (20*4 + 22*3 + 30*2 + 28*1)
= (80 + 66 + 60 + 28)
= 234
SALARY:
= (18*4 + 14*3 + 21*2 + 9*1)
= (72 + 42 + 42 + 9)
=165
GOOD WORK PLACE:
= (17*4 + 29*3 + 20*2 + 34*1)
= (68 + 87 + 40 + 34)
=229
PROMOTIONAL PROSPECTS:
= (10*4 + 9*3 + 8*2 + 11*1)
= (40 + 27 + 16 + 11)
= 94
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20.Growth opportunity as an important factor leading to retention ofemployees.
HYPOTHSISI
H0= Growth opportunities is not an important factor which leads employees to retain in
organization
H1= Growth opportunities is one of the important factors which leads employees to retain
in organization
Restrictions for
growth
oppurtunities(Oi)
Gender Seniority Non-
Recognition
Job change Work life
balance
10 45 8 4 33
Expected
response(Ei)
20 20 20 20 20
Calculation of Expected Frequency
E= (10+45+8+4+33)/ 5
Chi- Square Table
Oi Ei Oi-Ei (Oi-Ei) (Oi-Ei) /Ei
10 20 -10 100 5
45 20 25 625 31.25
8 20 -12 144 7.2
4 20 -16 256 12.8
33 20 13 169 8.45
TOTAL 100 100 64.7
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The calculated 2= 64.7
Degrees of freedom= n-1 = 5-1= 4
With 5% level of significance i.e. .975 for degrees of freedom 4
The table 2 = 9.49
Tabulation of Chi Square value & table value of Chi Square
Factor Degree of
freedom
Level of
significance
Table value of
Chi Square
Calculated
value of Chi
Square
Motivational
Factor 4 5% 9.49 64.7
Since, calculated 2
value (64.7) greater than table 2
value(9.49) . so we reject the null
hypothesis H0 and come to a conclusion that the growth opportunities is one of the
important factors which leads employees to retain in organization.
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21.Recognition of employees for their good performance leading to retention of
employees.
HYPOTHSISII
H0= The employees are not recogonised for their good performance
H1= The employees are recogonised for their good performance
Recognition for
performance
Highly
recognized
Recognized to
an extent
Equally
recognized
Not recognized
(Oi) 16 22 62 0
Expected Value
(Ei)
25 25 25 25
Calculation of Expected Frequency
E= (16+22+62+0) /4
Chi- Square Table
Oi Ei Oi-Ei (Oi-Ei) (Oi-Ei) /Ei
16 25 -9 81 3.24
22 25 -3 9 .36
62 25 37 1369 54.76
0 25 25 625 25
Total 100 83.36
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The calculated 2
=83.36
Degrees of freedom= n-1 = 4-1= 3
With 5% level of significance i.e. .975 for degrees of freedom 3
The table 2 = 7.81
Tabulation of Chi Square value & table value of Chi Square
Factor Degree of
freedom
Level of
significance
Table value of
Chi Square
Calculated
value of Chi
Square
Motivational
Factor 4 5% 7.81 83.36
Since, calculated 2value (83.36) greater than table
2value(7.81) . So we reject the null
hypothesis H0 and come to a conclusion that the employees are recognized for their
good performance.
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SUMMARY
The organisation has the potential to benefit from human resources programs.
The introduction of a few programs could put it in to the ballpark of being a solid
company to work for from an employee viewpoint. It covers the programs such as
(compensation, benefits, retirement, supervisor training and safety). . The findings and
suggestions of this retention strategy management to improve the Gemini
Communication Ltd based on Modern technology. Gemini communication ltd accepts
few employees spouse also to work in their premises. Designations that are divided in
Gemini communication ltd are most of them works as an technician, and few as zonal
coordinator, few as engineer and very few as senior customer coordinator. Company
members can maintain friendly relationship with employees. So those, employees can
work with great interest. But some of the practices are in the written from only and yet to
be applied in practical life and with the application of such programmes the organisation
will reach to the extent. Out of the 15 question asked almost 55% response was in yes it
means that the employees are satisfied with their policies but there is still hope for further
improvements. Time is very short for research, so this is very difficult to get the
knowledge about everything. Since the filling of questionnaire and interviews need
special attention so may be the employees are less interested in entertaining. The
information was collected through the questionnaire is subject to willingness of the
respondent to respond.
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FINDINGS
The study reveals that most of the employees who are working in Geminicommunication ltd are belonged to the male category.
The study also reveals that most of employees are very young and energetic towork because they are still at their base ages.
The employees also have the flexibility to work since most of them are not
married and due to which they take their own responsibility to work in any shift.
Gemini communication ltd accepts few employees spouse also to work in their
premises.
Designations that are divided in Gemini communication ltd are most of them
works as an technician, and few as zonal coordinator, few as engineer and very
few as senior customer coordinator.
The employees are highly satisfied with the nature of work they perform, which is
the major fact in motivating the people to work more.
Due to good job opportunity and good atmosphere, the employees work for more
years have experience more than 20 years and they have enjoyed full benefits,
which are provided by the company.
The employees are provided with their expected salary and that will be one of the
main reasons for the employees to retain in the same company and to serve thatcompany for more and more development.
Also the employees are satisfied up to their level with regard to salary. Most ofthe employees say that they have a positive reaction towards their salary level.
The employee retention main reason will be to recognize the employees to the
maximum. Only when the employees are recognized and given importance theyhave the intention to work in the same premises.
The next major event that makes the employee to retain the same company is
working atmosphere. Only when the working atmosphere is good the employeeswill be free to work.
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The major factors which are pointed out in employee retention and the employees
rank them in certain order which are job security, salary, recognition and at thelast good working place.
The employees feel that there are certain factors which affect the growthopportunity. They are gender, seniority, non recognition, job change and work lifebalance.
They major part which is played by the management in retaining the employees isto have a good and friendly relationship among the employees. In this sector
employees agree that they highly satisfied with the management relationship.
Gemini communication ltd take necessary steps to safe guard the employees fromeffect of recession through various process.
The employees also have proper measures to have protection against theretrenchment.
The employees are provided with proper training which is very helpful for themto have their job in a better way. Also its very important to train the employees
properly.
The major two types of training which are given to the employees are off the jobtraining and on the job training.
The employees feel that they dont need to have voluntary retirement service and
if they are given also they are not ready to take it.
The employees have career motivation through various aspects that is, extra skill
developed and also by providing higher education facility.
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SUGGESTIONS
The company can revise its salary and compensation in order to retain its
employees.
Promotion can offer to the employees who has experience and skill instead of
recruiting from outside.
Employees welfare is much essential in order to perform their job. So company
can concentrate on welfare facilities.
Company members can maintain friendly relationship with employees. So those,
employees can work with great interest.
Job security can be provided to employees. So, that employee can work without
any fear about their job.
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CONCLUSION
Retention of employees plays a major role in the company. This study reveals
that the company concentrating on the retaining of employees in the company, through
salary, welfare facili