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A STUDY ON EMPLOYEES RETENTION STRATEGIED ADOPTED AT RELIANCE HR
SERVICES PVT LTD
S.No CONTENTS PAGE NO
1 Chapter I:
1.1 Abstract
1.2 Industry Profile
1.3 Company Profile
1.4 Statement of problem
1.5 Need for the study
1.6 Objective
1.7 Scope of the study
2 Chapter II:
2.1 Review of Literature
3 Chapter III:
3.1 Research Methodology
3.2 Instrument for data collection
3.3 Sampling method and sampling size
4 Chapter IV:
4.1 Data Analysis & Interpretation
5 Chapter v:
5.1 Findings
5.2 Suggestions and recommendation
5.3 Conclusion
6 Appendices:
Bibliography
Questionnaire
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Abstract
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 re-training new employees. The best way
to retain employees is by providing them with job satisfaction in their careers. The saying, good help is
hard to find, is even truer these days than ever before because the job market is becoming increasingly
tight. Employers are fighting to get talented employees in order to maintain a prosperous business. There
is a straight line between employee satisfaction and customer satisfaction. That todays employees pose a
complete new set of challenges, especially when businesses are forced to confront one of the tightest
labour markets in decades. Therefore, it is getting more difficult to retain employees, as the pool of talent
is becoming more-and more tapped-out. The research, which focuses primarily on employee retention
through job satisfaction, supports this contention. Employees that are satisfied and happy in with their
jobs are more dedicated to doing a good job and taking care of customers that sustain the operation Job
satisfaction is something that working people seek and a key element of employee retention. 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 the second goal of this research is to help readers find his or her definition of job
satisfaction. There is a definite need to analyze the elements of employee retention through job
satisfaction. Considering the positive effects on the economy that can be derived from satisfied-happy
employees.
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INDUSTRY PROFILE
Indian Telecommunication Industry is a one of the fastest growing telecom markets in the world.
Indian telecom sector, like any other industrial sector in the country, has gone through many phases of
growth and diversification.
Starting from telegraphic and telephonic systems in the 19th century, the field of telephonic
communication has expanded to make use of advanced technologies like GSM, CDMA, and WLL to the
great 3G technology in mobile phones. Day by day both the public players and the private players are
putting in their resources and efforts to improve the telecommunication technology so as to give the
maximum to their customers.
The reason that has tremendously helped the telecom industry is the regulatory changes and
reforms that have been pushed for last 10 years by successive Indian governments. Telephone, whether
fixed landline or mobile, is an essential necessity for the people of India. This changing phase was
possible with the economic development that followed the process of structuring the economy in the
capitalistic pattern. Removal of restrictions on foreign capital investment and industrial de-licensing
resulted in fast growth of this sector.
At present the countrys telecom industry has achieved a growth rate of 14 percent. The telecom
reforms have allowed the foreign telecommunication companies to enter Indian market, which has still
got huge potential. International telecom companies like Vodafone have made entry into market in a big
way.
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EVOLUTION OF THE INDUSTRY-IMPORTANT MILESTONES
History of Indian Telecommunications
1851 First operational land lines were laid by the government near Calcutta (seat of British
power)
1881 Telephone service introduced in India
1883 Merger with the postal system
1923 Formation of Indian Radio Telegraph Company (IRT)
1932 Merger of ETC and IRT into the Indian Radio and Cable Communication
Company (IRCC)
1947 Nationalization of all foreign telecommunication companies to form the
Posts, Telephone and Telegraph (PTT), a monopoly run by the
Government's Ministry of Communications
1985 Department of Telecommunications (DOT) established, an exclusive
provider of domestic and long-distance service that would be its own
regulator (separate from the postal system)
1986 Conversion of DOT into two wholly government-owned companies: the
Videsh Sanchar Nigam Limited (VSNL) for international telecommunications and Mahanagar
Telephone Nigam Limited (MTNL) for service in metropolitan areas.
1997 Telecom Regulatory Authority of India created.
1999 Cellular Services are launched in India. New National Telecom Policy is adopted.
2000 DOT (Desk operating Telephone) becomes a corporation, BSNL
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KEY PLAYERS IN THE INDIAN TELECOM INDUSTRY
The Telecom Industry of India has registered manifold growth in the recent years. Personalized
telecom access is essential of life for increasing number of the people. The sector offers unlimited
prospects when we consider future growth. Both public players and private are enhancing their
technologies and taking the telecom industry to a much higher growth state. Not only service provides but
also handset manufacturers are contributing significantly to the industry and economy of India.
Reliance Communication Limited
Bharti Airtel Limited
Vodafone
Tata Tele Services
BSNL
MTNL
VSNL
Idea Cellular Ltd.
TELECOM POLICY ENVIRONMENT
Indian telecommunications today benefits from among the most enlightened regulation in the
region, and arguably in the world. The sector, sometimes considered the poster -boy for economic
reforms, has been among the chief beneficiaries of the post-1991 liberalization. Unlike electricity, for
example, where reforms have been stalled, telecommunications has generally been seen as removed from
mass concerns, and thus less subject to electoral calculations. Market oriented reforms have also been
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facilitated by lobbying from Indias booming technology sector, whose continued success of course
depends on the quality of communications infrastructure.
Despite several hiccups along the way, the Telecom Regulatory Authority of India (TRAI), the
independent regulator, has earned a reputation for transparency and competence. With the recent
resolution of a major dispute between cellular and fixed operators (see below), Indian
telecommunications, already among the most competitive markets in the world, appears set to continue
growing rapidly. While telecom liberalization is usually associated with the post-1991 era, the seeds of
reform were actually planted in the 1980s. At that time, Rajiv Gandhi proclaimed his intention o f leading
India into the 21st century, and carved the Department of Telecommunications (DOT) out of the
Department of Posts and Telegraph. For a time he also even considered corporatizing the DOT, before
succumbing to union pressure. In a compromise, Gandhi created two DOT-owned corporations:
Mahanagar Telephone Nigam Limited (MTNL), to serve Delhi and Bombay, and Videsh Sanchar Nigam
Limited (VSNL), to operate international telecom services. He also introduced private capital into the
manufacturing of telecommunications equipment, which had previously been a DOT monopoly. These
and other reforms were limited by the unstable coalition politics of the late 1980s. It was not until the
early 1990s, when the political situation stabilized, and with the general momentum for economic
reforms, that telecommunications liberalization really took off. In 1994, the government released its
National
Telecommunications Policy (NTP-94), which allowed private fixed operators to take part in the
Indian market for the first time (cellular operators had been allowed into the four largest metropolitan
centers in 1992). Under the governments new policy, India was divided into 20 circles roughly
corresponding to state boundaries, each of which would contain two fixed operators (including the
incumbent), and two mobile operators. As ground-breaking as NTP-94 was, its implementation was
unfortunately marred by regulatory uncertainty and over-bidding. A number of operators were unable to
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live up to their profligate bids and, confronted with far less lucrative networks than they had supposed,
pulled out of the country. As a result, competition in Indias telecom sector did not really become a reality
until 1999. At that time the governments New Telecommunications Policy (NTP -99) switched from a
fixed fee license to a revenue sharing regime of approximately 15%. This figure has subsequently been
lowered (to 10%-12%), and is expected to be reduced even further over the coming years. Still, India
continues to derive substantial revenue from license fees ($800 million in 2001-2002), leading some
critics to suggest that the government has abrogated its responsibilities as a regulator to those as a seller.
Another, perhaps even more significant, problem with Indias initial attempts to int roduce competition
was the lack of regulatory clarity. Private operators complained that the licensor the DOT was also the
incumbent operator. The many stringent conditions attached to licenses were thus seen by many as the
DOTs attempt to limit compe tition. It was in response to such concerns that the Government in 1997 set
up the Telecom Regulatory Authority of India (TRAI), the Nations first independent telecom regulator.
Over the years, TRAI has earned a growing reputation for independence, Transparency and an increasing
level of competence. Early on, however, the regulator was beleaguered on all fronts. It had to contend
with political interference, the incumbents many challenges to its authority, and accusations of ineptitude
by Private players. Throughout the late 1990s, TRAIs authority was steadily whittled away in a number
of cases, when the courts repeatedly held that regulatory power lay with the central government. It was
not until 2000, with the passing of the TRAI Amendment Act that the regulatory body really came into its
own. Coming just a year after NTP-99, the act marks something of a watershed moment in the history of
India telecom liberalization. It set the stage for several key events that have enabled the vigorous
competition witnessed today.
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MAJOR MARKET TRENDS
The telecoms trends in India will have a great impact on everything from the humble PC, internet,
broadband (both wireless and fixed), and cable, handset features, talking SMS, IPTV, soft switches, and
managed services to the local manufacturing and supply chain. This report discusses key trends in the
Indian telecom industry, their drivers and the major impacts of such trends affecting mobile operators,
infrastructure and handset vendors.
HIGHER ACCEPTANCE FOR WIRELESS SERVICES
Indian customers are embracing mobile technology in a big way (an average of four million
subscribers added every month for the past six months itself). They prefer wireless services compared to
wire-line services, which is evident from the fact that while the wireless subscriber base has increased at
75 percent CAGR from 2001 to 2006, the wire-line subscriber base growth rate is negligible during the
same period. In fact, many customers are returning their wire-line phones to their service providers as
mobile provides a more attractive and competitive solution. The main drivers for this trend are quick
service delivery for mobile connections, affordable pricing plans in the form of pre-paid cards and
increased purchasing power among the 18 to 40 years age group as well as sizeable middle class a
prime market for this service.
Some of the positive impacts of this trend are as follows. According to a study, 18 percent of
mobile users are willing to change their handsets every year to newer models with more features, which is
good news for the handset vendors.
The other impact is that while the operators have only limited options to generate additional
revenues through value-added services from wire-line services, the mobile operators have numerous
options to generate non-voice revenues from their customers.
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Some examples of value-added services are ring tones download, coloured ring back tones,
talking SMS, mobisodes (a brief video Programme episode designed for mobile phone viewing) etc.
Moreover, there exists great opportunity for content developers to develop applications suitable for
mobile users like mobile gaming, location based services etc.
On the negative side, there is an increased threat of virus spread through mobile data
connections and Bluetooth technology in mobile phones, making them unusable at times. This is good
news for anti-virus solution providers, who will gain from this trend.
Brief introduction about the telecomm companies that took part in survey:
BHARTI (Airtel):
Established in 1985, is the top most player in the telecom sector. Many firsts and innovations
come to its credit. It is a Flagship Company of Bharti Enterprises. It has created global brands and diverse
business portfolio. Airtel is named as Bharti Airtel Limited, Indias largest integrated and first private
telecom service provider with expansion in 23 telecom circles. It has an optical base of around 23,000 km
across the country with approximately 1,500 nodes and existence in around 200 locations. Its customer
base is approximately 6.45 million, which is distributed as 5.86 million mobile and 588,000 fixed line
customers.
TATA TELESERVICES:
It is an umbrella brand of Tata Group, which worths ar ound $ 12 billion. It is one of the other 93
companies, constituting in 200,000 employees and 2.3 million share holders. They mainly provide fixed
line services, using CDMA technology across six circles. It has a base of approximately 800,000
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customers. Company is planning to expand by off services in 11 new circles, where they have already
started their functions. 1.3c
VODAFONE (Hutch)
Vodafone started its operations in India in late 1992, in collaboration with local partners in
Mumbai. It is on the verge of growth and expansion. By the end of June 2006 it had over 17.6 million
customers in its account. Vodafone Essar is the Indian subsidiary of Vodafone groups, and is one of the
most respected Telecom Company in terms of mobile services in the country. The Essar groups
Vodafones principal partner in India.
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COMPANY PROFILE
Reliance HR Services:
Reliance HR Services (RHRS), a human resources company is a sister company of Reliance Anil
Dhirubhai Ambani Group (ADAG). Aim of its establishment is to recruit half a million people for the
group in the coming next four years. It started its operations by initially recruiting for Reliance telecomm.
These recruitments were initially for Reliance Communications, Reliance Web stores. Reliance Capital,
Reliance Consumer Finance and Reliance Capital are those for whom they have started up to a little
extent. And now is going to entre for Reliance Life Insurance and Reliance Energy. Approximately 90
percent of the employees recruited are on sales function, while rest 10 percent are off sales employees,
which will be called up as on the back-end and customer services employees. Mr.Amitava Ghosh is the
CEO of this flagship company. Data says that approximately 20, 000 employees are on the payrolls of
company, contributing towards various ADAG companies. Out that some 2000 employees are working
under Chennai office.
Some of the other features of its services will be:
To offer consultancy services, including compensation surveys and feedback reports.
To recruit sizeable number of people.
Recruit fresher, who will be paid in between 7,000 to 12,000 a month, based on cost of living in
the city.
Plan for a series of job fairs in the country. Its pilot location is Guwahati.
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Services provided by RHRS are:
Sourcing of Candidate
On boarding the candidate
Pay roll management of employees
Employee Engagement
Statutory and Compliance
Exit Formalities
PF withdrawal / Transfer
Full & Final Settlement
Future Plans:
By 2013, RHRS is planning to evolve as an end-to-end HR Outsourcing provider and an HR
consultant. Recent progress is to offer HR out sourcing services. And the company is all set wet to enter
into that field with fool proof preparation. RHRS has also formulated a five year agenda for its
forthcoming financial years to expand and become a global outsourcing and consultancy organization and
the company is working very consistently for this target.
RHRS recruits employees for Reliance Communications mainly for the following business areas:-
Broad Band (BB).
Enterprise Wireless Groups (EWG).
Direct Sales Team (DST).
Reliance Web Stores Ltd. (RWSL).
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Reliance Anil Dhirubhai Ambani groups business is divided into the following areas:
Infocomm Group Companies.
Infocomm Business.
Reliance Energy Companies.
Ad labs.
Reliance Capital Asset Management Ltd (RCAM).
Reliance General Insurance Company (RGIC).
Reliance Capital Ltd (RCL).
Reliance Life Insurance Company Ltd (RLIC).
Reliance HR Services Ltd (RHRS).
INFOCOMM GROUP COMPANIES
Reliance Communications Pvt Ltd. (RCPL).
Reliance Communications Infrastructure Ltd.
Reliance Digital World Pvt. Ltd. (RDWL).
Reliance Web Stores Pvt. Ltd. (RWSL).
INFOCOMM BUSINESS ASOCIATED COMPANIES
Reliance Telecom Ltd.
Reliance Next-Link Pvt. Ltd.
Reliance Info Engineering Pvt. Ltd.
Gateway Systems (India) Ltd.
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Reliance Info stream Pvt. Ltd.
Reliance Info Infra Pvt. Ltd.
Synergy Entrepreneur Solutions.
Fines Innovation Pvt. Ltd.
RELIANCE ENERGY COMPANIES
Reliance Energy Ltd. (REL).
Reliance Energy Generation Ltd. (REGL).
BSES Rajdhani Power Ltd. (BRPL).
BSES Yamuna Power Ltd. (BYPL).
Yashavi Communication Pvt. Ltd. (YCPL).
Reliance Energy Automation Ltd. (REAP).
Reliance Energy Constructors Pvt. Ltd. (RECP).
Reliance Energy Engineers Pvt. Ltd. (REEP).
Reliance Energy Management Services (REMS).
Reliance Energy Transmission (RETM).
Reliance Energy Trade Pvt. (RETP)
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COMPANY HISTORY
Reliance Infocomm is the outcome of late Dhirubhai Ambanis dream of bringing about a digital
revolution in India that will bring to every Indians doorstep an affordable means of information and
communication.
Make the tools of infocomm available to people at an affordable cost. They will overcome the
handicaps of illiteracy and lack of mobility, was how Dhirubha i, as he was fondly called, spelt out
Reliance Infocomms mission in late 1999. He firmly believed the country could use information and
communication technology to overcome its backwardness and under development. It was with this belief
that Reliance Infocomm began laying its 60,000 route kilometers of pan-India fiber optic backbone
in1999. The backbone was commissioned on28th December 2002, the auspicious occasion of Dhirubhais
70 th birth anniversary, first since his sad demise on 6 th July 2002. Reliance Infocomms network is a high -
capacity, integrated (wireless and wire line), and convergent (voice, data and video) digital network. The
network is designed to deliver services and applications that will change the way we Indians live. It will
harbinger a New India.
VISION
We will leverage our strengths in executing complex global -scale projects to make leading edge
information and communication services affordable by all individual consumers and businesses in India.
We will offer unparalleled value to create customer delight and enhance business productivity. We will
also generate value for our capabilities beyond Indian borders while enabling millions of Indias
knowledge workers to deliver their services globally.
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MISSION
We will create an integrated infrastructure with state of the art digital technology to provide
innovative, cost effective and world class convergent services to our customers. We will be Indias
defining service provider and the most preferred one. We will achieve dominant market share in India by
2005 and will rank among the worlds top carriers by 2007.
Our transparent HR policies and robust processes are driven by a single overarching objective: To
attract, nurture, grow and retain the best leadership talent in every sector and industry is which we
operate.
Our main aim is to create a team of world beaters that is:
Committed to excellence in quality.
Focused on creation and enhancement of stakeholder value.
Responsive to evolving business needs and challenges.
Dedicated to uphold the core values of the group.
OUR PROMISE
In order to achieve our objective, we offer our people
Growth opportunities to expand leadership capabilities.
True meritocracy and freedom to choose career paths.
Opportunities to develop and hone leadership and functional capabilities.
An entrepreneurial environment where people can pursue their dreams.
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Competitive compensation.
In addition, we follow a well defined Rewards & Recognitions Programme that periodically
identifies exceptional individual and team achievers among the various business functions and verticals in
the Group.
OUR EXPECTATIONS
At Reliance Anil Dhirubhai Ambani Group, we encourage our colleagues to take leadership, at all
levels of the organization, and participate in accelerating growth of our businesses to build a formidable
enterprise.
Always keep the customers needs in mind and constantly innovate.
Execute flawlessly and with speed.
Sustain and strengthen the groups spi rit of entrepreneurship taking ownership and
accountability for their actions.
Leverage synergies to learn and build on the diverse experiences and skill sets of our various
businesses and teams.
Create a true meritocracy with a pervasive commitment to transparent systems and processes.
RELIANCE ANIL DHIRUBHAI AMBANI GROUP
Reliance Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group founded by Shri.
Dhirubhai H. Ambani (1932 2002), ranks among Indias top three private sectors business interests that
range from telecommunications (Reliance Communications Ventures Ltd., to financial services (Reliance
Capital Ltd.) to the generation and distribution of power (Reliance Energy Ltd.)
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Reliance ADA Groups flagship company, Reliance Communications, is Indias largest private
sector information and Communications Company with over 20 million subscribers. The company has
established a pan-India, high capacity, integrated (wireless and wire line), convergent (voice, data and
video) digital network, to offer services spanning the entire infocomm value chain.
Other major group constituents Reliance Capital, Reliance Energy are widely acknowledged
as the market leaders in their respective areas of operation
JOB PROFILE
RELIANCE INFOCOMM
There were totally four positions in Reliance Infocomm for which continuous recruitment was done
due to huge business expansion. Reliance Infocomm consist of four different departments for which the
recruitment was done.
Postpaid (Selling of postpaid cards)
Prepaid (Selling of prepaid cards)
Broad Band (Selling Broad Band Connections as well as getting building permissions)
Corporate Wireless Group (Selling Corporate Connections)
According to me Reliance Infocomm gives a very good compensation to their employees in the
marketing department. Even when the basic is low when compared to their competitors such as Airtel,
Tata Indicom, & Vodafone. The Incentives given by Reliance Infocomm is very attractive, there were
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guys who received salary of Rs. 20,000 every month, and this was a very good supporting factor for me to
convince the candidates and also the mobile phone which was given is an attractive one.
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STATEMENT OF THE PROBLEM
Manpower is the main resource of the company; therefore Employee Retention is the key to
organization success. Hence the present study analyzes the broad reasons for attrition and also suggests
significant measures to control it in the organization.
NEED FOR STUDY
The main need for the study is to focus on the employee turnover, which influence the
productivity of the company in a negative way. This study will help the management to re-structure their
retention strategies in a better way.
OBJECTIVE
Primary objective
To study the rate of employee turnover and the retention strategies in organization.
Secondary objective
To assess the job satisfaction towards Reliance HR Services Pvt Ltd.
To study about cost associated with high turnover in Reliance HR Services Pvt Ltd.
To find ways to increase rate of retaining employees at Reliance HR Services Pvt
Ltd.
SCOPE OF THE STUDY
The main scope of the study is to retain the employees.
It helps to modify their existing retention strategy.
The study would help in great way to improve their work environment.
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ASSUMPTIONS
The following are assumptions upon which this study is based
Employee retention and job satisfaction are linked.
Identification of employee perceptions about job satisfaction will offer a basis For
identifying recommendations for practice, which will contribute, to job? Satisfaction.
The use of a questionnaire to determine employee satisfaction perceptions Will result in
honest and useful feedback for purpose of analysis.
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REVIEW OF LITERATURE
Importance of Employee Satisfaction
According to Marc Drizin, an employee loyalty specialist, Employees are assets with feet.
Theyre the only resource companies have that make a conscious decision to return the next day (Modic,
2005). A 2003 J.D. Power and Associates survey concluded that there is another customer builders need
to focus on satisfying besides the obvious Customers. Builders need to focus on the rank -and-file
managers and employees who Work for them (Kash, 2003).The effects employee satisf action has on an
organizations business are numerous. Some of the most relevant and profitable effects are described
below. Studies show that businesses that excel in employee satisfaction issues reduce Turnover by 50%
from the norm, increase customer satisfaction to an average of 95%, lower labour cost by 12% and lift
pre-tax margins by an average of 4% (Carpitella, 2003). Not only are employee turnover, customer
satisfaction, labour costs, and pre-tax Margins improved by addressing employee satisfaction, but
customers, products, and the Company itself are also positively affected. Profit and growth are stimulated
directly (and primarily) by customer loyalty. Customer loyalty is a direct consequence of customer
satisfaction. Customer Satisfaction is heavily influenced by customer perceptions of the value of services
they receive. Value is created by satisfied, loyal and productive employees. Employees who feel a sense
of teamwork and common purpose, a strong Commitment to communication, and managerial
empow erment are most able, and Willing, to deliver the results that customers expect (Employee
Satisfaction, 2005) Don Wainwright, president of Wainwright Industries, a winner of the Malcolm
Baldrige National Quality Award, made the point in 2001 that Jack W elch uses only Three indicators to
run giant General Electric. Hell tell you that the most effective and only numbers he needs to know are,
in order of importance: employee satisfaction, Customer satisfaction and cash flow (Employee
Satisfaction, 2005) . Studies completed in 1999 by the Hay Group for Fortune magazine have shown
That evens the most admired companies Intel, Coca-Cola, and GE to name a few each Embrace the
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same basic company cultural values: teamwork, customer focus, innovation, And fair treatment of
employees (Clark, 2001).
Turnover and Absenteeism
Most contractors feel that employee turnover and employee satisfaction are closely related. The
more satisfied an employee is, the less turnover and absenteeism Occurs (The High -Performing
Contractor, 2004; Maloney & McFillen, 1986). Studies have found that excessive employee turnover is
usually the result of people that like what they do, but not where they do it (Employee Satisfaction,
2005). In regards to Turnover and absenteeism, The Business Roundtable (1982) reported that the
construction Industry has been tagged as the sector of the U.S. economy with the worst productivity
Performance. The Business Roundtable goes on to say: Construction industry leaders agree that
absenteeism and turnover contribute significantly to the decline [in productivity]. Turnover rates of more
than 200%
Annually, not including reduction in the work force, have been reported. Concurrently,
absenteeism has been observed as high as 20% (1982). According to the same publication, when workers
were asked the reasons for their Absenteeism and turnover, the four main reasons cited were:
Excessive rework
Poor craft supervision
Poor overall management
Relationship with the boss
The publication goes on to reveal that employees consciously missed days of Work and routinely quit
jobs because employees were unable to work well with Leaders/managers/supervisors. The study
continues by disclosing the following:
Job dissatisfaction tended to influence absentee ism rates more than turnover rates.
The quality of supervision and understanding of company goals were the most
Important job-satisfaction factors affecting absenteeism.
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Considering quitting was the most accurate indicator of job dissatisfaction.
Exp erienced workers were more quality conscious than less experienced workers.
As work experience increased, turnover rates decreased.
As work experience increased, lack of craft supervision and poor overall job
Management became more important reasons for absenteeism. The older and more experienced
employees exhibited a lower rate in turnover but A higher rate in absenteeism, indicating that jobs that
do not challenge or provide Satisfaction for a highly skilled, experienced craftsman will produce
absenteeism, and That younger, less experienced workers seem to change jobs rather than cope with an
Unpleasant situation (The Business Roundtable, 1982). According to Ed Schmitt, Todays workers
have different expectations from the Companies they work for and are much less hesitant to leave one job
for another if they Dont feel those expectations are being met. Job security is less important to todays
Worker (Schmitt, 2002). It is expensive to lose a good employee and perhaps a blessing to lose a bad
one. It may be tough to assign an exact cost for employee turnover. According to the American
Management Association, the cost of replacing an employee is approximately
30% of the employees annual salary (The key to employee retention, 2005). Four Basic hidd en costs
make up the approximated 30% turnover cost: first, the cost of Termination; second, the cost of hiring and
training a replacement; third, the vacancy cost until the job is filled; and fourth the cost of the loss of
productivity with a new hires (Schmitt, 2001).
Valued Employees
An employee satisfaction study conducted by Big Builder in 2003 reported that the responses in
the study point to a clear need for giving employees a greater role in Business decisions. There needs to
be a culture of participation in the organization, which in turn creates higher retention (Leibowitz, 2003)
When employees do participate in the organization they feel more valuable, especially when they see the
results stemming from their actions (Calder & Douglas, 1999). When management creates
Opportunities for employees to add value to the organization in ways other than those that fit the job
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description, it is unclear how to measure all the positive results that will occur. In the United States,
average one new idea a year per every five employees. Japan, [who uses empowerment principles],
averages five new ideas a year per Every employeeWainwright Industries, a Malcolm Baldrige
National Quality Award winner, averages 60 ideas per employee per year...What has this done for Them
Employees benefit directly from their own good ideas in the form of increased profit sharing and
improved workplace safety. Over a three-year period, the number of recordable accidents decreased 72%
and annual workers Compensation costs fell 8 6%. Wainwright Industries has high rates of attendance
(Greater than 99% for the all-salaried workforce) and turnover rates that are lower than industry and local
averages. From an operations standpoint, these ideas have Helped Wainwright to cut its lead time for
making one of its principal Productsto 15 minutes, as compared with 8.7 days [previously], and to
reduce Defect rates tenfold. For its customers, the benefits translated into an on-time Delivery rate of
nearly 100%, as compared with 75% previously, and a 35% Reduction in product cost. Employees see
more problems on the job and in the shop and office than Managers will be aware of or see. High-
performing contractors will implement Ways to involve employees in solving and preventing these
problems. (The High - Performing Contractor, 2004) Enabling employees to freely contribute in an
organization can have a substantial Positive effect on a company. Keeping employees informed and
getting them involved in Decisions that affect their work build trust and feelings of self-worth. Involving
Employees helps employees feel that they are trusted and needed, which increases their Contributions and
production. Jack Welch, a retired CEO of GE once stated, A company Can boost productivity by
restructuring, removing bureaucracy and downsizing, but it cannot sustain high productivity without
cultural change, without totally involving the Individual who is closest to the work and therefore knows it
better than those who Manage it (The High -Performing Contractor, 2004).
Training and Education
In a 1999 survey, the Institute of Profit Advisors found that providing training, Rather than
terminating employees, was a major key to improving profitability. Companies can either invest in
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providing mentoring, training and growth opportunities Now or pay the costs of turnover later (Clark,
2001). Most managers look at training and development as a cost. What they dont see or why they dont
weigh training and development heavily enough is unclear. According to Mark Drizin, an employee
loyalty specialist, training not only equips employees to Perform their jobs in a satisfactory manner, but it
also is critical in terms of employees Feeling good about working for their organization (McClenah en,
2003). Drizin continues By pointing out that one of the most common drivers in establishing employee
loyalty is Care and concern for employees and opportunities for growth which are often listed as the First
or second most significant drivers. Care and concern for employees can be shown
Through employee training. As employees are trained and become more specialized and
educated, opportunities for growth on a personal level as well as within the organization, Will surface. In
fact, the 1999 Emergent Work force Study performed by Interim Services, Inc., found that The new breed
of employee, the Emergent worker makes up the top 22% of the workforce today and does not like to
follow rules or organization charts, but Thrives on gaining new experiences (henc e training) (Clark,
2001). A survey by the Hay Group reported that 61% of employees committed to their Current employers
found satisfaction in learning new skills. From those employees who were not committed to their current
employers, 4.7% said that better training is a major Factor in convincing employees to continue to stay
with their current employer (Clark, 2001). To emphasize the importance of training, William Lareau,
author of American Samurai stated the following:
Workers in Japan and many European countries are smarter than U.S. workers In some cases
two to three times smarter. But, [Lareau] acknowledges that this has nothing to do with individual
intelligence. They are two to three time smarter because they receive two to three times more training!
(Hansen, 2004)
Leaders/Supervisors/Management
The Daniels Group, an executive search firm, conducted a national workforce Retention survey in
2003. The results included evidence that management played a large Roll in employee satisfaction. When
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employees of building companies were asked if a Managers leadership abilities impact their interest in
remaining with the organization, 86% of the respondents either agreed or strongly agreed. The study also
asked employees about their managers work st andards, communication style, and ability to achieve goals
In the face of adversity. The responses to these questions were overwhelmingly positive with an average
of about 72% in the affirmative, meaning that the style and abilities of Management have a direct effect
on an employees interest in remaining with an Organization (Joyce, 2003). The results of a study
performed in 1982 reported that three of the top five Reasons employees were absent or left an
organization were because
(a) Poor craft Supervision,
(b) Poor overall management, and
(c) Poor relationships with boss.
All of these were attributable to poor management and supervision. The same study also concluded that as
work experience increased, poor craft supervision and overall job Management became a more important
reason for absenteeism, which is a direct result of Employee dissatisfaction. Supervisors and management
can play a large role in an Organization, more than what the job entails (The Business Roundtable,
1982). Studies by NIOSH, Boeing, and the Reliability Group, an organizational Performance consulting
firm, have all identified the impact of employee satisfaction on the level of safety in a workplace. Data
collected by the Reliability Group indicated that the number one predictor of a safe versus an unsafe
workplace is employee cheerfulness and satisfaction. And a key factor in determining employee
satisfaction Supervisors (Hansen, 2004) To support the finding that supervisors are a determining factor
in employee Satisfaction, 64% of committed employees surveyed by the Hay Group reported that they
Found satisfaction with coaching and feedback. Coincidentally, coaching and feedback is one of the top
four factors that lead to employee satisfaction (Clark, 2001).
Safety and Quality Study
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In 2004, the Centre for Quality and Productivity Improvement at the University of Wisconsin-
Madison and the Department of Industrial Engineering at the University of Wisconsin-Madison
conducted a study measuring safety and quality and the forces that drive them. Both safety and quality
were found to be controlled by employees (Hansen, 2004). Some of the top characteristics that were
found to create a safe workplace and improve quality included (Loushine, Hoonakker, Carayon, & Smith,
2004):
Employee i nvolvement
Management commitment
Training and education
Communication between managers and employees
The study also found the benefits of having a safer workplace and a higher quality Product. Three
of the top benefits included (Loushine et al., 2004):
improved employee job satisfaction
Lower employee turnover
reduced rework
It is interesting to note that according to the study, the top characteristics that affected quality and safety
were employee involvement, management commitment, and Training and education. Also, these top
characteristics are the same characteristics that Affect employee satisfaction the most.
Keys to Retain employee
The literature clearly indicated that there are six keys to retaining personnel. They are Recruiting,
communications, training, job satisfaction, pay, and benefits.
Recruiting
The effort to retain the best personnel begins with recruiting. Attracting and retaining the best
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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 (Marx, 1995). Denton (1992, p.47) 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 hope to 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.
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.
Lynn (1997) echoes this thought by pointing out that the vision of the organization must be shared with
The employee as well as the importance the employees play in helping fulfils it. Lack of communication
may result in gaps between managements perceptions of quality Employment and the employees desired
and perceived quality of employment (Taylor & Consenza, 1997). There must be a common purpose and
trust among employees. People want to feel as if them is a vital piece of something larger (Carney, 1998)
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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. The literature revealed that communication
must begin early in the employer/employee Relationship. Organizational values and culture must be made
clear to all employees and their Importance within the organization must be continually emphasized.
Training
As was noted earlier it is important that the employee feel like a valued member of the
Organization. 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 (Marx, 1995). Good training can de-emphasize salaries and benefits, in part by building a
Positive work environment and by giving employees advancement opportunities (Lynn, 1997). Lynn
Goes on to say that training helps strengthen employee loyalty. 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
(Mendonsa, 1998). Training emphasizes to the employee that they are valued and respected. This in turn
to increased loyalty and retention.
Job Satisfaction
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 (Mendonsa, 1998). 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 (Taylor, 1997). Departments should
encourage innovation by soliciting the advice and input of their staff Members, followed by responses to
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ideas, complaints or questions (Taylor, 1997). It is difficult to keep People on the job if they have no say
in how to do it (Spragins, 1992). 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 (Mendonsa, 1998). Provide a great deal of personal and team recognition (Carney, 1998).
Recognize Achievements with memos, mentions in staff meetings or articles in the newspapers (Lynn,
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 (Taylor, 1997). 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?
Pay and Benefits
In general people think that money and benefits are 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
(Mendonsa, 1998). Mo ney 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 (Branch, 1998). 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 hours,
availability of childcare Tuition assistance programs and discounts on services now top the list of desired
benefits (Denton, 1992). The literature clearly indicates while still factors, money and benefits are not as
important as job Satisfaction in terms of employee retention.
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RESEARCH METHODOLOGY
Research methodology is a purely and simply the framework or a plans for the study that guides
the collection and analysis of data. Research is the scientific way to solve the problems and its
increasingly used to improve market potential
Research design
A research design is the specification of methods and procedure for acquiring the information
needed. It is the over all operation patterns or framework of the project that stipulates what information
is to be collected from which source by what procedure, it is also refers to the blue print of the research
process.
Key issue Options
Research design Descriptive
Data Primary data and secondary data
Research Survey method
Research instrument Questionnaire/schedule.
Descriptive study
It is designed to describe something. It deals with determining the frequency with which
something occurs or how to variables very together this study is also guided by the initial hypothesis. The
descriptive study is rigid and normal. It also involves more specific hypothesis and testing of them
through statistical techniques.
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Data collection
The required data for the project has collected from primary data and Secondary data.
Primary data
It is a fresh data, which was collected from the employees and it was collected . By having
discussions and interaction with employees.
SOURCES OF PRIMARY DATA:
Questionnaire
Secondary source of data :
Secondary data refers to the information or facts already collected. Such data are collected with
the objective of understanding the past status of any variable.
SOURCES OF SECONDARY DATA:-
Management Information System (MIS)
www.Reliance -ADA.com (company web sites)
www.HR-one.in
www.HRM advice.com
Type of sampling
Types of sampling used in this survey were non-probability sampling under that convenience
sampling was used.
Sample size determination
Sample size restricted as the set of the sample is one organization. This sample Size was
determining 80.
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Research instrument
Questionnaire
Questionnaire refers to a device for securing answer to a formally arranged list of questions by
using a term, which the respondents fill in himself Schedule:-Often there is confusion among researchers
regarding the usage of questionnaire and. It is better to understand the difference between them. Schedule
is also a sheet (s0 of paper containing questions relating to certain specific aspects, about which the
scholar is collecting data. But the schedule is not sent to the informant. It is taken by the researcher, used
by him while eliciting information. The reply is recorded by the researcher himself against each question.
Research TOOLS
The analysis of the collected data is the most important part of any research to get the
interpretation for the project. According to this project, there will be three statistical tools are used.
They are,
Percentage analysis.
Chi-square test.
T-test
PERCENTAGE ANALYSIS
In case multiple choice questions the responses were categorized based on the nature and
percentage is calculated for each category. The percentage analysis is the analysis of ration of a current
value to a base value with the result multiplied by 100.
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CHI-SQUARE TEST
Chi-square testis used to compare the relationship between the two variables.
OBJECTIVES:
To recognize situations requiring the comparison of more that two means or proportions.
To use chi-square distribution to see whether two classifications of the source data are
independent of each other.
To use chi-square distribution for confidence intervals and testing hypothesis about a single
population variance.
To use chi-square test to check whether a particular collection of data is well described by a
specified distribution.
Chi-square test allows us to do a lot more than just test for the quality of several proportions. If
we classify a population into several categories with respect to two (2) attributes, we can than use
a chi square to determine whether the two (2) attributes are independent of each other.
This is used to test the difference observed between two columns of number found in two distinct
categories. A chi-square can be used when data satisfy four conditions.
There must be two observed sets of data or one observed set of data and our expected set of data.
The two set of data must be based on the same sample size.
Each cell in the data contain an observed or expected count of five or larger.
The different cells in a row or column must represent categorical variables.
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DEGREE OF FREEDOM :
df = (r-1)*(c-1)
(Number of Rows-1) * (Number of Columns-1)
= (Oi -Ei) / Ei
Where,
= Chi -square
Oi = Observed Frequencies.
Ei = Expected Frequencies.
ONE SAMPLE T-TEST
One sample t-tests can be used to determine if the mean of a sample is different from a particular
value.
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LIMITATIONS OF THE STUDY
The study is confined only to RHRS PVT., LTD.,
Time is still an important limitation in this regards as there were only 90 days.
The response from the respondents may be biased and thus should be considered
as a serious Drawback
Employees were not returning the questions on time.
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CONCLUSION
The study about effectiveness of recruitment strategies in RELIANCE HR SERVICES
(pvt) Ltd was very interesting and informative both to me and as well the organization. The
recruitment strategies in RELIANCE HR SERVICES Ltd, is really good and about 75 % of the
employees are satisfied about it.
It shows that the management is highly, enthusiastic in keeping employees recruiting.
The employees are also committed and devoted in nature. However some employees aredispleased with some of the factors, which prevail in any organization and it, is common
everywhere.
Suggestions made by the researcher were based on study. Findings will certainly improve
the recruitment strategies in the days to come provided, if the people concerned put them into
action.
On the overall view of the study employees are certainly happy with the organization and
still want to be part of the organization and serve for the company, for a good prospect for the
company.
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BIBLIOGRAPHY
BOOKS
Research Methodology - C.R.Kothari.
Human resource Management Kandaler.
Human resource Management L.M.Prasad.
WEB SITES
www. google.com.
www.citehr.com
www.hrmadvice.com
www.reliance employees.com (official web sites)
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2. Are you satisfied with your Health and related benefits (health insurance, vision,
dental, prescription)
[ ] Highly Dissatisfied [ ] Dissatisfied [ ] Neutral
[ ] Satisfied [ ] Highly Satisfied
3. Are you satisfied with your leave benefits including sick, vacation, personal, paid
holidays?
[ ] Highly Dissatisfied [ ] Dissatisfied [ ] Neutral
[ ] Satisfied [ ] Highly Satisfied
4. Have you satisfied with Rewards and recognition provided by the organisation (e.g.,
service awards, employee of the year)
[ ] Highly Dissatisfied [ ] Dissatisfied [ ] Neutral
[ ] Satisfied [ ] Highly Satisfied
5. Is Superior communicating effectively with employees?
[ ] Yes [ ] No
6. Do they encourage employees to give their opinion or suggestion on how their
performance can be improved?
[ ] Frequently [ ] Often [ ] Sometimes
[ ] Rare [ ] Never
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7. Is the organisation has a career development program that helps People become more
aware of and responsible for their own Career development.
[ ] Yes [ ] No [ ] Partial
8. To what extent do you agree with the effectiveness of your Employee Assistance
Program conducted by RHRS
[ ] Strongly Agree [ ] Agree [ ] Neutral[ ] Disagree [ ] Strongly Disagree
9. Are you satisfied with the Wellness Programs conducted by RHRS
[ ] Highly Dissatisfied [ ] Dissatisfied [ ] Neutral
[ ] Satisfied [ ] Highly Satisfied
10. Are you satisfied with the Mentoring/Coaching activities with your organisation
[ ] Highly Dissatisfied [ ] Dissatisfied [ ] Neutral
[ ] Satisfied [ ] Highly Satisfied
11. Have you been treated with fairness and Respect?
[ ] Yes [ ] No [ ] Partial
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12. Are you comfortable with working hours?
[ ] Yes [ ] No
If No, Please state the reason________________________________________________
_________________________________________________
13. Which of the following factor that attracted you to join this organization?
[ ] Salary [ ] Goodwill of Organisation [ ] Benefits/Allowance[ ] Growth of Organisation [ ] Career progression
14. What are the reasons for rejoining the organisation?
[ ] Position [ ] Work stress [ ] Brand Image
[ ] Other than above please specify ______________
15. What reason made you to retain your position for years?
[ ] Salary [ ] Incentive [ ] Promotion
[ ] Other than above please specify ______________
Thank you for your kind response