Anti terrorist act

National College of Business Administration & Economics

Lahore

IMPACT OF HR PRACTICES ON EMPLOYEES RETENTION

BY

ASAD JALIL2133267

MASTER OFBUSINESS ADMINISTRATION

April, 2015

NATIONAL COLLEGE OF BUSINESS ADMINISTRATION & ECONOMICS


BY

ASAD JALIL2133267

MASTER OF

BUSINESS ADMINISTRATION

April, 2015

i

In the name of Almighty ALLAH, the Compassionate, the Generous

ii

NATIONAL COLLEGE OF BUSINESS ADMINISTRATION & ECONOMICS,


BY

ASAD JALIL

MASTER OF BUSINESS ADMINISTRATION

Dissertation Committee:

_____________________Chairman

_____________________Member

_____________________Member

___________________Rector

National College of BusinessAdministration & Economics

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DECLARATION

This is to certify that this research work has not been submitted for

obtaining similar degree from any other university / college.

ASAD JALIL 2133267 April, 2015

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DEDICATED TO

My Dear Teacher Mr.Ghulam Abid I wish Allah give him many success in every field of life.

&

To my Beloved parents without whom prayers I’m nothing

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ACKNOWLEDGEMENT

All commends are for Allah SWT that has bequeathed upon mankind the crown of creation and has gifted him with awareness and intelligence. After Allah, is the last prophet Mohammed (SAWW) who brought for us revelation and unlimited knowledge and civilized the uncultured human being.I humbly would like to say that I could not be able to complete this report, but the effort, encouragement of a large number of people that has made me to accomplish this huge report. That’s it I would like to thank to their contributions in this work.

I am thankfully to my honorable director, Mr.Ghulam Abid who guides me on every moment and also my friends Muhammad Basit & Adeel Akbar who helped me to prepare this report.

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RESEARCH COMPLETION CERTIFICATE

Certified that the research work contained in this thesis entitled “Impact of Hr Practices on Employees Retention”, has been carried out and completed by “Mr. Asad Jalil” under my supervision during his Master of Business Administration Programme.

(Ghulam Abid)Supervisor

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SUMMARY

In this study an attempt has been made to discuss Hr Practices and employees Retention in 2 Private Sector Companies, jubilee life insurance Company and Paramount Distributions. The results are based on a questionnaire based survey. Organization’s achievement depends on it having the right people in the right jobs at the right time, the organization’s tactical business aims and culture should verify the people selected. In addition to this, the choice of selection factor must be consistent with the organization’s strategic path and culture.

This study is focal point on the retention of the employees. Workers can be retained by providing the various tools such as training and development, employee involvement and supervisory support. That particular research will focus on the human resource practices and its relationship with the employee retention. The human resource is one of the main components of the progress of the organization. It is very critical to deal with the problem of turnover and the retention of the employees for the longer time period. This is the challenge for the company to meet the demand of employees to retain them in the organization.

Where the job is uncertain in nature the turnover rate is high retention rate may be very low. HR theory deals that when practices will go beyond the expectation it results the more positive results, and an employee shows more commitment toward an employer. Employees are more satisfied in the job of permanent nature and want to retain with the organization.

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TABLE OF CONTENTS

Page

DECLARATION ivDEDICATION vACKNOWLEDGMENT viRESEARCH COMPLETION CERTIFICATE viiSUMMARY viii

CHAPTER-1: INTRODUCTION 11.1 Recruitment 21.2 Selection 31.3 Objectives of the Study 31.4 Theoretical Framework 31.5 Research Hypothesis 4

CHAPTER-2: LITERATURE REVIEW 52.1 Employee Satisfaction 52.2 Job Satisfaction 62.3 Training and Development 82.4 Employee Retention 9CHAPTER-3: METHODOLOGY 113.1 Population 113.2 Data Collection 113.3 The Questionnaire 113.3.1 Section One ( Item 01 to 06) 123.3.2 Section Two ( Item 07 to 10) 123.3.3 References of Questionnaire 123.4 Measures & Methods 13CHAPTER-4: DATA ANALYSIS 14

4.1 Descriptive Statistics 144.1.14.1.2

Respondents 14Age-wise distribution of population 14

CHAPTER-5: DISCUSSION AND CONCLUSION 155.1 Discussions about Results 15

Organization wise Distribution of Population 16Marital Status wise Distribution of Population 17Gender wise Distribution of Population 18Qualification wise Distribution of Population 19

5.2 Conclusions 395.3 Contributions and Implications 40

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5.4 Limitations and Directions 41REFERENCES 55ANNEXURE – A 44ANNEXURE – B 45ANNEXURE – C 47

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LIST OF TABLES

TableNo.

Title Page

01 Organization-wise Distribution of Population 1502 Age-wise Distribution of Population 1603 Marital Status-wise Distribution of Population 1704 Gender-wise Distribution of Population 1805 Qualification-Wise Distribution of Population 1906 Organization do proper job analysis before selection 2007 Selection methods used by the organization are reliable 2108 Organization using satisfactory methods of interview 2209 Selection Policy of the organization Is Effective 2310 Job Responsibilities and Job Description 2411 Job Satisfaction 2512 Quitting job or Job Dissatisfaction 2613 Satisfaction with the kind of Work 2714 People on this job are very satisfied with the job 2815 People are not satisfied or want to Quitting 2916 Finding New Opportunities 3017 Seriously think about Quitting or Strongly Dissatisfied 3118 Actively Looking for new Jobs 3219 Company is Meeting Expectations 3320 Training has increased work efficiency and effectiveness 3421 Appropriate orientation procedures 3522 Employees Receive Training for their job 3623 The skill(s) acquired through training/development program

has increased capability37

24 Training added value by providing opportunity 38

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CHAPTER 1

Introduction

The major selection work performed by an organization include various steps enlisted as interviewing, Selecting and hiring of new employees. However there is a great interested demand for a human resource management department of a company to select a right person for a particular job in an organization it all depends upon excellences skillfulness and principle work of this department. Settling on the wrong decision can likewise be very posh. The worker determination transform generally involves caution or promoting, examining, screening, interviewing, testing then selecting the most excellent easily reached applicant.

In today's reality, businesses are confronted with numerous difficulties and troublesome choices that extraordinarily influence their levels of achievement. How these circumstances are handled significantly impact the organization's main concern. Maybe a standout among the most essential choices confronted by an organization is whom they ought to utilize to work for and speak to their organization. In many cases, an organization's employees are the first connection that potential clients have with an organization. Employees speak to the business, make notoriety, and focus an organization's productivity. In this way, at the center of each effective business are dedicated, tried and true and morally echo workforce and directors. To practice such a large process above mentioned whether it is a company or huge organization it must have a loyal pre settled, reliable hiring process, hiring staff and a well established human resource management department.

The hiring process is based on accurate information required qualification and education, and ethical values that are required as business’s principles that is the choice of an organization for hiring process. The business of that organization will only be beneficial successful and prosperities if the above mentioned rules of hiring policies are regulated.

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That’s it, for a company it is basic necessity to must have a well established organized and strong and sturdy human resource management department it is important for an industrial business to enhance and expand under the well established hiring process, hiring policies for hiring candidates for distinct jobs in an organizations by various and useful kinds of Questioning processes. To hinder familiar hiring and interviewing errors and to use important informational tools for hiring process is the need of hour for company. An organization will be liable to huge loss of time money practice and capital if it is not a signing right and well deserving people on the right post of organization. For a company, its staff must work hard so that the workers turnover must be kept to its lowest level if it is working for workers retention in that company.

On the off chance that the essential levels are adopted and the hiring

methodology is culminated, an organization can make a superior notoriety, expand its main concern, and turn into a more effective business all in all. The basic work of Human resource department of a company or organization is to find out the labor supply in the organization, what is the number and what type of workers are required in the organization, the job analysis of the workers to sum up of what a particular underlined job will refer to, recruitment and most commonly the interview and hiring process for hiring new workers in the organization (Bateman & Snell, 2011).

Where the job is tentative in nature the turnover rate is high retention rate may be very low (Griffeth et al., 2000). HR theory deals that when practices will go beyond the expectation it results the more positive results, and an employee shows more commitment toward an employer (Tsui et al., 1997). Workers are more satisfied in the job of permanent nature and want to retain with the organization ABU (2009).

As far as the structure of management of candidate with in an association is concerned it is well explained that human resource management serves well for this porpose” (Bateman & Snell, 2011). As we all know HR Department of an association or an industrial company is most important and significant as well as high featured for a business. It must be mentioned here that HR department is very important primary and basic need for carrying out a major output from an organization.

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As higher selection staff is appropriate and well under stood of the needs of hiring in the company, the HR department must consider skills, knowledge and the abilities of applying candidate, thus making the selection process pure and flawless, thus HR department must be consider one of the strongest sections in an industrial organization. Thus it is clearly concluded that human strength work power and work force are much extent valuable resources that a company can ever have (Bateman & Snell, 2011).

1.1 Recruitment

Attracting potential job candidates in adequate numbers and quality and at the right cost is called Recruitment.

1.2 Selection

The process of collecting information for the reason of evaluating and deciding who should be hired, under legal guiding principle, for the short and long term benefits of the organization.

1.3 Objectives of the Study

The major purpose of the study is to find out the relationship between HR practices and employee retention. The particular aim of this study is to check the impact of different human resource practice such as training and development, employee’s selection and job satisfaction on the retention of the workforce. The objective of this study is to determine the value of human capital in the organization. How can the human capital mange and retain in the organization. How can the employees are retained in the organization, how the human resource practices are used to keep the workforce and to show the relationship of HR practices and the retention of the employees.

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1.4 Theoretical Framework

This study is containing on three independent variables and one depended variable. A depended variable is the retention of the employees and the depended variables are HR practices such as training and improvement, employee selection and job satisfaction.

Employees Selection

Training

& Development

Job Satisfaction

Employees

Retention

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1.5 Research Hypotheses

Observances in view the capacity of study, following research hypotheses are formulated:

H1a: Training and development has no relation with the retention of the employee.

H1b: Training and development has positive relation with the retention of the employee.

H2a: Employee Satisfaction has no relation with the employee retention.

H2b: Employee Satisfaction has positive relation with the employee retention.

H3a: Employees Selection has no relation with the retention of the employee.

H3b: Employees Selection has positive relation with the retention of the employee.

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CHAPTER 2

LITERATURE REVIEW

2.1Employees Selection

It’s well said that where ever an organization’s success is all by all depending upon its verifying ability how it keeps right persons at the right posts at the right time, the departmental well planned ambitions and traditions must conclude the persons selected. In fact it must be mentioned that the organizations strategic directions and cultured should be according to choice of selection of candidate. The organizations business and prosperity policies must be congruous with the candidate selection rule and regulation policies, as these make a positive contribution to departmental performance and ability (Stone, 2002).

Companies carry out employ interviews for a group of causes. The most significant of such demands is to provide a candidate with best future performance by parsing the oral responses of the candidate to the specific question made by interviewer (Oliphant, Hansen, & Oliphant, 2008.

In a high process of a specific corporation interviews are on majority well accepted tool of selection at the time. The reality is most of the industrial businesses have a unique kind of intervening and questing process. On research most of the managers and hire staff showed a positive response to hypothesis that interviews provide much accurate results on many watchable personnel behavioral dimensions (Oliphant et al, 2008).Interviews provide the workers with the sort of information and knowledge that will influence their selection whenever and wherever they are hired.

Kennedy and white during their research process estimated that for developing and enhancing the level of service by an industrial association depends upon the worker training activities and programs inside the organizations as skill of the employees increased with the training and eventually enhanced with the training of workers.

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Schneider et al. implied extra stress on the importance of training in term of administrative support of an organization. The management of a corporation is going to build a trustworthy assurance of training for its own employees as for as it is required to anticipate their own employees they offered a higher level of customer service for business practice.

In order to draw from the employees are creative or still there was a special need of training for the employees, as suggested by them and but they are also desirable to copy the performance of a candidate that they expected from their own candidates by a special presentation evaluation system of workers.

Susan (2003) got that workers development is an important scale of service category in client summary what they called high-contact surroundings. Well established and highly serving service deliveries were the huge result of intellectual work of candidates and their benefits including environmental work their training and their professional development.In some conditions such as with the business recital, but only for some associations the economic gains were important, such things will affect the objectives of workers because such actions were extremely to the customer fulfillment.

Delaney & Huselid classified the HRM practices into the scales which enhanced workers skills increased the number and encouraged the workers, and arrangement intend of the workplace.The worker feedback their specific training and professional development workplace orientation and design and the employee adequate payroll system were the at least four human resource management dimensions that could be recognized in the employee work as accomplished by Delaney & Huselid.

2.2 Job Satisfaction

Job satisfaction is the desirable optimistic position that results the retention of the employees in the organization. They argue that Job satisfaction and the rate of turnover are related to each other ,as the job satisfaction enhance the rate of turnover reduce and retention become higher, as the degree of satisfaction goes down the rate of turnover become higher and the rations goes down. Al-Hussami argue that if the employee are highly fulfilled with their occupation it will increase their art of creation and

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production, this will emphasize the employees to stay in the same organization and serve more efficiently, in more simplest way he wants to say that the employee who is highly satisfied would like to stay for the more and more time period in the organization as compare to those employees those are not satisfied with the job and organization they like to quit earlier.

On the other hand, some human being resource department simply works out plans that compact with present troubles (Oakland & Oakland, 2001). Some of the researcher’s point of view is that the retention is the outcome of implementing the human resource polices, from Harvard business fundamentals, it is the totally opposite scenario of the turnover cited in Starosta, 2006, p. 60). However, Waldman and Arora (2004), assume that talking about the retention of the employees within the background of turnover of employee is inadequate; in its place, attention ought to be on the way in which retention of the employees promotes the protection of a employees that is competent to meet up the with the requirements of the organization. Turnover is better for the organization when it deals with the employees those is not capable. The preservation of brilliant workers is a benefit to an organization for the reason that Employees’ awareness and skills are vital to a ability of the company to be efficiently Competitive (Kyndt, et al., 2009). Retaining of employees has gradually more significant to Organizations because time to time shortages of employees can decrease the accessibility of higher productive Employees (Jones & Skarlicki, 2003, p. 1227); therefore, employees are finding for superior employment chances, and organization are looking for to recover the output of their employees (Leeves, 2000). The easiest technique to keep employees is to raise the levels of satisfaction; but such things will only be effectual if work appropriately (Denisi & Griffin, 2008).

Problems have to face to deal with retention issues , retention programs are there to deal with the problems of such worker those are about to leave the organization ( Mello, 2010). Willingly an employee turnover is the reason of certain undesirably results for the organization. For example many researchers comment the instability of workforce stop the long term relationship between the employee and organization (Inkpen & Tsang, 2005). Turnover can also be positive for the organization as untalented workforce can be out organization (Williams, 1999).Turnover can also be effect out the efficiency and effectiveness of the organization (Glebbeck & Bax, 2004).

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In that respect, researches point out that the organizational factors that are controllable take more part in the turnover as compare the factors those are uncontrolled suggest that turnover is the only happen because of weak human resource practices (Khatri, Fern, & Budhwar, 2001). In global context retention of employee faces more challenges (Reiche, 2007).

The capacity of retention of human resources may differ from culture to culture that differentiations may become the reason of negative effect on the retention of employees (Noorderhaven & Harzing, 2003).

2.3 Training and Development

A psychological theory suggest that highly career oriented employees are more retained and committed if they are provided the facility of training and development, if company provides all of these things such as freedom, training and development facilities it results certain events such as less absenteeism, high retention rate and satisfaction of employees (Tekleab et al., 2005, Turnley and Feldman, 2000). Such organization where the proper training is provided to the employees faces lesser rate of turnover.

Many studies recommended that training is positively correlated with the high retention and greater productivity (Delery and Doty). In Labor’s department of US (1993) investigate the higher performance practices it was suggested that the exercise of formal programs of training was connected with significantly advanced production growth. Becker and Huselid (1999) argue that the financial output of wide training in the organization results the more motivation to keep stay in the organization for the longer time period and such employees become the reason of company’s success. . From Shaw et al. (1998) point of view organization with extensive training Facilities should enjoy less rates of turnover.

On the other hand, an important judgment by those researchers added a positive association between training and the rate of Discharge. They hypothesize that organization facilitate with more training are worried about skills of employees and productivity, and therefore face a higher rate of Terminations of the employees. On the other hand, organization that faces a higher rate of discharge Start programs of training for the reason that of lesser labor force skill levels (Shaw et al., 1998).

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The purpose of the organization is to create betterment in the process to provide the training to the employees so that they can enhance the performance of the organization, ultimately the employee remain more committed and loyal toward the organization. Training is to only way to keep the employee up to date and keep them engaged with the organization (Armstrong, 2009).Choo and Bowley (2007) establish that training impacts positively in Production , which consequences in high level of employee satisfaction and ultimately in the retention of the employees. job satisfaction is the feeling about the job that can be positive or negative , satisfaction is very necessary for the employee to keep them committed and retain with the organization , the requirement of satisfaction may change from employee to employee, some cane be more satisfy at a certain level other can be lesser.

2.4 Employee Retention

This is the challenge for the company to meet the demand of employees to retain them in the organization (De Jong et al., 2009). Where the job is uncertain in nature the turnover rate is high retention rate may be very low (Griffeth et al., 2000). HR theory deals that when practices will go beyond the expectation it results the more positive attitude. An employee shows more commitment toward an employer (Tsui et al., 1997). Employees are more satisfied in the job of permanent nature and want to retain with the organization ABU (2009) (Dutch sector institution of temporary work agencies).

The knowledge of the importance of staying employees in a organization is having evidences (Brayfield and Crockett, 1955; Cho et al., 2006. Scholars (Cho et al., 2006) address that generosity executive who recognize the value of capital of human and adopt the policies set by organization and practices of management in helping of retention of the employees will go one better than the competition. The employees those not left the organization become the reason of reducing various costs such as hiring cost, selection costs, cost of training of new talent, those employees prove to be more productive with the passage of time , having high competitive adjusting power and value added skills for the organization (Cho et al., 2006; Retention plans to se are carefully prepared and then apply in the organization results the improvements in turnover rate and decrease the certain costs of the organization and enhance the rate of (Heskett et al. 1994; Simons and Hinkin, 2001).

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Job fulfillment is a kind of approach toward a existing job .Riggio explains job fulfillment is the combination of certain feelings and attitudes about the individual's job, that feeling is based on all kind of aspects of a given job such as bad ,good , negative ,positive about a job that is much more important in the intention of turnover .same kind of views have been given by the Kim, Leong, and Lee and Scherman).they all agree that satisfaction of job means what a individual feel about the job and that should be positive .

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CHAPTER 3

METHODOLOGY

3.1 Population

Our respondents from Jubilee life Insurance Company and Paramount Distributions, 25 respondents from Jubilee life Insurance Company and 25 from Paramount Distributions.50% from Jubilee life Insurance Company and 50% from Paramount Distributions.

Table 3.1Organization

Frequency Percent Valid PercentCumulative

PercentJubilee life 25 50.0 50.0 50.0Paramount Distributions

25 50.0 50.0 100.0

Total 50 100.0 100.0

3.2 Data CollectionA survey questionnaire (Annexure B) designed for this purpose has been

used for data collection.

3.3 The Questionnaire

A lot of care is always required to design a questionnaire. A great amount of time and energy is invested to reach the final draft. The questions have been chosen from a variety of articles most of which are mentioned below.

3.3.1 Section one (item number 1 to 06)

This section pertains to basic organizational characteristics. Beside name of institute and designation of the respondent other contingent variables in order of occurrence in the questionnaire covered in item number 2 to 10 are listed below:

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1. Location2. Organization3. Age (number of years)4. Marital Status5. Gender6. Qualification

3.3.2 Section two (item 07 to 10)

This section deals with the main study variables i.e. Employees Selection. Item number 07 deals with Employees Selection. It has four sub items which covers the following variables:

1. Employees Selection2. Job Satisfaction3. Training & Development4. Employees Retention

3.3.3 References of questionnaire

The impact of employees Training & Learning on Three Employees Retention, by Sydney Anne Barcus.

Can HR practices retain flex workers with their agency? Brigitte Kroon and Charissa Freese Department of Human Resource Studies, Tilburg University, Tilburg, The Netherlands

An integrated model of training effectiveness & satisfaction with employees development interventions by Khawja Fawad Latif

3.4 Measures & Methods

The existing measures of integration and devolvement in the field regularly used by Carnet and others (Brewster and Larsen, 1992; Budhwar 2000; Andolsek and Stebe, 2005; Farndale, 2005; Özçelik and Aydinl, 2006) are used in this study.

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CHAPTER 4

DATA ANALYSIS

4.1Descriptive Statistics

4.1.1 Respondents


Table 4.1Organization

Frequency Percent Valid Percent

Cumulative Percent

jubilee life 25 50.0 50.0 50.0Paramount Distributions 25 50.0 50.0 100.0Total 50 100.0 100.0

4.1.2 Age-wise Distribution of Population

Age-wise distribution of the population is presented in Table 4.2. It shows in our Respondents there are Four Age Groups, 6 Respondents are age of 17-21, 37 Respondents are age of 21-30, and 6 Respondents are age of 31-40 and only one Respondent are age of above 40.

Table 4.2Age


Percent17-21 6 12.0 12.0 12.021-30 37 74.0 74.0 86.031-40 6 12.0 12.0 98.040+ 1 2.0 2.0 100.0Total 50 100.0 100.0

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CHAPTER 5

DISCUSSION AND CONCLUSION

5.1 Discussion about Results

Table 01Organization


PercentJubilee life 25 50.0 50.0 50.0Paramount Distributions

25 50.0 50.0 100.0

Total 50 100.0 100.0


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Table 02

Age


Percent17-21 6 12.0 12.0 12.021-30 37 74.0 74.0 86.031-40 6 12.0 12.0 98.040+ 1 2.0 2.0 100.0Total 50 100.0 100.0

In our Respondents there are Four Age Groups, 6 Respondents are age of 17-21, 37 Respondents are age of 21-30, and 6 Respondents are age of 31-40 and only one Respondent are age of above 40.

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Table 03Marital Status

Frequency Percent Valid Percent Cumulative Percent

Married 15 30 30.0 30.0Unmarried 35 70 70.0 100.0Total 50 100 100.0

In this Analysis the total sample size are 50.Our respondents are married and unmarried from JLI Company and Paramount Distributions in which 15 Married 30% and 35 Unmarried 70% of our sample.

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Table 04Gender

Frequency Percent Valid Percent Cumulative Percent

Male 34 68.0 68.0 68.0Female 16 32.0 32.0 100.0Total 50 100.0 100.0

In this study the total sample volume are 50. There was 60 Questionnaire and I got back 50.Our respondents are male and female from JLI Company and Paramount Distributions in which 34 Male 68% and 16 Female 32% of our sample.

Table 05

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Qualification

Frequency PercentValid

PercentCumulative

PercentIntermediate 5 10.0 10.0 10.0

Graduate 21 42.0 42.0 52.0Masters 24 48.0 48.0 100.0

Total 50 100.0 100.0

In our Respondents there are three categories. 5 Respondents are having Qualification of Intermediate, 21 are graduated and 24 respondents are having Master Degree.

Table 06

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Does the Organization do proper job analysis before selection?


PercentCumulative Percent

Strongly Agree

21 42.0 42.0 42.0

Agree 20 40.0 40.0 82.0Disagree 5 10.0 10.0 92.0Strongly Disagree

4 8.0 8.0 100.0

Total 50 100.0 100.0

In our Respondents 42% Respondents are Strongly Agree and 40% Respondents are Agree with organization do proper job analysis before selection. 5% Respondents are Disagree and only 4% Respondents are Strongly Disagree with Organization do proper analysis before Selection.

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Table 07

Does the selection method used by the organization are Reliable?


PercentStrongly Agree

13 26.0 26.0 26.0

Agree 26 52.0 52.0 78.0Uncertain 7 14.0 14.0 92.0Disagree 3 6.0 6.0 98.0Strongly Agree

1 2.0 2.0 100.0

Total 50 100.0 100.0

In our Respondents 52% are Agree to does the selection methods used by the Organization are reliable and only one Respondent 2% of our Respondents are strongly disagree with this Question.

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Table 08

Do you think organization is using satisfactory methods of interview?


PercentStrongly Agree

11 22.0 22.0 22.0

Agree 26 52.0 52.0 74.0Uncertain 5 10.0 10.0 84.0Disagree 5 10.0 10.0 94.0Strongly Agree

3 6.0 6.0 100.0

Total 50 100.0 100.0

Organizations using satisfactory methods of interview, in this question 26 people are Agree these are 52% of our Respondents. Only 6% respondents are strongly disagreeing.

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Table 09

How do you rate the Selection Policy of the organization?


PercentCumulative

PercentStrongly Agree 15 30.0 30.0 30.0Agree 20 40.0 40.0 70.0Uncertain 8 16.0 16.0 86.0Disagree 4 8.0 8.0 94.0Strongly Disagree 3 6.0 6.0 100.0Total 50 100.0 100.0

In our Respondents 40% Respondents are Agree and 30% Respondents are Strongly Agree with Selection policy of the organization is effective. 6% Respondents are Strongly Disagree and only 8% Respondents are Disagree

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Table 10

Does the Job Responsibilities and Job Description are clearly defined to the candidates appearing for selection process?


PercentCumulative

PercentStrongly disagree 13 26.0 26.0 26.0Agree 22 44.0 44.0 70.0Uncertain 7 14.0 14.0 84.0Disagree 5 10.0 10.0 94.0Strongly disagree 3 6.0 6.0 100.0Total 50 100.0 100.0

In our Respondents majority of the respondents are agree with the job Responsibilities and job description are clearly defined in the candidate appearing for selection process, 44% Respondents are agree and 26% Respondents are strongly agree and only 6% Respondents are Strongly disagree with this Question.

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Table 11

Generally speaking, I am very satisfied with this job.

Strongly agree Frequency PercentValid

PercentCumulative

PercentAgree 18 36.0 36.0 36.0Uncertain 16 32.0 32.0 68.0Disagree 9 18.0 18.0 86.0Strongly disagree 6 12.0 12.0 98.0Total 1 2.0 2.0 100.0Strongly agree 50 100.0 100.0

36% Respondents are Strongly agree and 32% are agree in satisfied with their job and Only 2% Respondents are Strongly disagree or Dissatisfied with their job.

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Table 12

I frequently think of quitting this job.


PercentStrongly agree 6 12.0 12.0 12.0Agree 14 28.0 28.0 40.0Uncertain 6 12.0 12.0 52.0Disagree 16 32.0 32.0 84.0Strongly disagree 8 16.0 16.0 100.0Total 50 100.0 100.0

In our respondents only 6% Respondents are think of quitting their job, Majority of Respondents 32% are Disagree mean they are not think of quitting job.

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Table 13

I am generally satisfied with the kind of work I do on this job.


PercentStrongly disagree 10 20.0 20.0 20.0Agree 21 42.0 42.0 62.0Uncertain 13 26.0 26.0 88.0Disagree 4 8.0 8.0 96.0Strongly disagree 2 4.0 4.0 100.0Total 50 100.0 100.0

42% Respondents are Agree or satisfied with the kind of work they are doing, only 4% of Respondents are strongly disagree or dissatisfied with the kind of work they are doing.

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Table 14

Most people on this job are very satisfied with the job.


PercentCumulative


Most people on this job are very satisfied with the job, in this question 36% of respondents are respond agree, 24% are respond strongly agree and only 4% respondents are respond Strongly disagree.

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Table 15

People on this job often think of quitting



In this question 30% respondents are Disagree because they are not think of Quitting their job, 14% respondents are strongly agree they are think of quitting.

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Table 16

As soon as I can find a better job, I’ll leave.



In our respondents 26% are strongly agree and 24% are agree because they are finding opportunities and want to move and only 08% respondents are disagree they are not think of quitting even they have better opportunities.

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Table 17

I am seriously thinking about quitting my job.



I am seriously thinking about quitting my job, in this question 32% Respondents are disagree because they are not think of quitting, 14% are seriously think of quitting and want to leave their present job.

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Table 18

I am actively looking for a job outside.


PercentCumulative


I am actively looking for a job outside, 26% respondents are respond Agree and also 26% are disagree, 16% are Strongly agree and 10% are strongly disagree. Majority of respondents are actively looking for new job.

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Table 19

The company is meeting my expectation.



32% Respondents are said that the company is meeting their expectations but on the other hand 10% respondents are strongly disagreeing with this question.

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Table 20

The training has increased work efficiency and effectiveness.


PercentStrongly agree 27 54.0 54.0 54.0Agree 21 42.0 42.0 96.0Uncertain 1 2.0 2.0 98.0Disagree 1 2.0 2.0 100.0Total 50 100.0 100.0

The training has increased the work efficiency and effectiveness, Majority of the respondents 54% are Strongly Agree 42% are agreed and only 2% disagreeing with this question.

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Table 21

There are appropriate orientation procedures in this company for new hires.


PercentStrongly Agree 16 32.0 32.0 32.0Agree 16 32.0 32.0 64.0Uncertain 8 16.0 16.0 80.0Disagree 6 12.0 12.0 92.0Strongly disagree 4 8.0 8.0 100.0Total 50 100.0 100.0

In this question 32% Strongly agree and 32% are agree and only 8% are strongly disagree with that the appropriate orientation procedure in this company for new hires.

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Table 22

I have received the training I need to do a good job.



In our respondents 54% are agreed to receive training which they need 22% are strongly agree and only 2% are strongly disagree and not received training they need for good job.

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Table 23

The skill(s) acquired through training/development program has increased my capability.



The skills acquired through training & development program has increased capability 38% Respondents are Strongly agree , 42% are Agree and only 8% are strongly disagree.

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Table 24

Training added value by providing opportunity to develop skills and knowledge?


PercentStrongly agree 27 54.0 54.0 54.0Agree 20 40.0 40.0 94.0Uncertain 3 6.0 6.0 100.0Strongly agree 27 54.0 54.0 54.0Agree 20 40.0 40.0 94.0Total 50 100.0 100.0 Total

Training added value by providing opportunity to develop skills and knowledge, in this question 54% Respondents are strongly agree and 40% are agreed and only 6% are uncertain. No one respondents are responding disagrees or strongly disagrees.

5.2 Conclusions

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Employees are the very valuable asset of the organization. Organization spends a lot of resources on an employee. Organization spends financial and time cost to make an employee trained. When an employee spends some time in the organization become aware of with different organizational strategies and plan. When this employee leaves the organization and joins the organization of the competitor. It becomes more costly for the organization. That is why the turnover is major issue for the hr manger because of the significant cost of hiring and replacement. Employee wants to switch when they are dissatisfied with the job and the organization. a satisfied employee is more committed and loyal with the and want to stay for the organization for the longer time period .Organization want to retain the employees because they are the asset for the organization, organization spend a lot of cost to retain their employees.

HR practices are the tool to satisfy the employees. Through HR practices employees are facilitated what they desire. Training and development opportunities are provided to the employees to expand their career in the organization.

These three components of HR practices are the valuable source of retaining of the employees. HR practices are positively associated with employee retention. Training and development is positively associated with the retention of the employees. Employees Selection is also positively linked with employee retention. Same with the employee satisfaction, it is also positively associated with the retention of the employees.

All the results show the significance relationship of the HR practices and the retention of the employees. Results show the relationship of the independent and dependent variable. The respondent is 68% male and 32% female employees. The data was collected from all kind of the employees like front line manger, supervisor, administrative staff and office staff. There are four age groups in this study Start from 17 to more than 40. The data was collected from the two companies.

5.3Contributions & Implications

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This research is based on HRM. The problem of employee turnover is discussed in that study. The human resource is the key element in any of the organization. The success and failure of the business is based on the employees. The retention of the skillful employees is very fruitful for the organization. If the organization want to be progressive and core competent, it is necessary to retain the skillful talent of the organization. There are many tools that keep the employees retain in the organization. Employees need satisfaction from the job and opportunities of the advancement. There are various ways to make the employees satisfied and keep them retain in the organization. The HR practices are the one of the major tools that can be used for the satisfaction of the employees and ultimately the retention of the employees’. HR practices include training and development, employee’s selection is very productive for the satisfaction and commitment of the employees.

If the employees are satisfied and committed about job they will be more productive and want to stay in the organization. Through proper implantation of HR practices the problem of turnover can be controlled. Organization spends a lot of cost on an employee. Organization faces lot of cost on an employee, start from hiring and stuffing to training and development of the employee. Moreover if the employee spends some time in the organization, he/she have a lot of secret about the organization. if such employee join the organization of the competitor then it become more risky for the organization and their all of the cost spend on the employee become useless. It is the responsibility of human resource department to make it assure that employees will stay in the organization for the longer time period. They should focus on the human resource practice.

There are few factors those tested in this study to show the relation with retention of the employees. HR practices contain various functions there are only three factors discus in that study. Some other HR practices can also be applied for the retention of the employees. The further study can be conducted in that field. Organization those are serious about the retention of the employees can be successful and productive.

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5.4Limitations & Directions

The research is depending on the response of the employees, Research has to face low response rate, the research is related to the retention of the employees, and employees feel hesitation and feel insecurity while giving the response. There is chances that the response cannot be independent this is the limitation of the study that affects the accuracy of the result and finding. The research may not be widely applicable it is relevant to a specific sector. It may not be applicable to all the sectors and all the fields. The research is not completed in all aspects it may need further investigation. The tests of HR practices of all tools are not possible. The research is conducted in the specific area. For this research I selected the few numbers of populations to select the sample.

The human capital is very important in every organization. The success

of the organization is depending on the skillful human talent and their retention. This study is focus on the human capital and their retention. This research is focusing the effect of human resource practices and its impact on the retention of the employee. This study determines the factor effect the retention of the employees. This study clears that how the human resources practices can use to retain the employees. Organization faces lot of cost in respect of turnover. How the HR practices influence the retention of the employee will determine by my study. This study is the causal type of study. In this study I am basically find out the relationship of human resource practices and the retention of the employee.

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