role of hr planning in retention of employee - iifl

8/18/2019 Role of Hr Planning in Retention of Employee - IIFL

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TABLE CONTENTS

CHAPTERS TITLES

PAGE

NUMBERS

CHAPTER-I

INTRODUCTION 1-8

NEED FOR THE STUDY 8

OBJECTIVES OF THE STUDY 8

SCOPE OF THE STUDY 8

IMPORTANCE 9-10

METHADOLOGY 10

LIMITATIONS 10

CHATER-IILITERATURE ON EMPLOYEE RETENTION 11

CONCEPTUAL REVIEW ON EMPLOYEE

RETENTION

12-31

CHAPTER-III

ORGANISATION PROFILE 32-40

CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION 41-

CHAPTER-V

FINDINGS!SUGGESTIONS " CONCLUSION #-9

BIBLIOGRAPHY #0

ANNE$URE

#1-#2

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CHAPTER % I

INTRODUCTION


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H/M01 R23/R42 M01052M21T

Human Resource Management (HRM) is the function ith in an organization that

focuses or recruitment of" management of" and providing direction for the people ho

or# in the organization" human Resource Management can also by performed by line

managers.

Human Resource Management is the organizational function that deals ith issues related

to people such as compensation" hiring" performance management" organization

development" safety" ellness" benefits" employee motivation" communication"

administration" and training.

0dministrative activities associated ith human resources planning" recruitment"

selection" orientation training" appraisal" motivation" remuneration" etc. Human Resource

Management aims at developing people through or#.

• 3rganizations are not mere bric#s" mortar" machineries or inventories. They are

people. !t is the people ho staff and manage organizations.

• HRM involves the application of management functions and principles. The

functions and principles are applied to ac%uisitioning" developing" maintaining"

and remunerating employees in organizations.

• 6ecisions relating to employees must be integrated. 6ecisions on different aspects

of employees must be consistent ith other human resource (HR) decisions.

• 6ecisions made must influence the effectiveness of an organization. 2ffectiveness

an organization must result in betterment of services to customers in the form of

high7%uality products supplied at reasonable costs.

• HRM functions are not confined to business establishments only. They are

applicable to non7business organizations" too" such as education" health care"

recreation" and the li#e.

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I&'()*+,')& )& E./) R'&')&

2mployee Retention involves ta#ing measures to encourage employees to remain in the

organization for the maximum period of time. 4orporate is facing a lot of problems in

employee retention these days. Hiring #noledgeable people for the job is essential for

an employer. $ut retention is even more important than hiring. There is no dearth of

opportunities for a talented person. There are many organizations hich are loo#ing for

such employees. !f a person is not satisfied by the job he's doing" he may sitch over to

some other more suitable job.

!n today's environment it becomes very important for organizations to retain their employees. The top organizations are on the top because they value their employees and

they #no ho to #eep them glued to the organization. 2mployees stay and leave

organizations for some reasons. The reason may be personal or professional. These

reasons should be understood by the employer and should be ta#en care of. The

organizations are becoming aare of these reasons and adopting many strategies for

employee retention.

0. 4ompensation

$. 5roth

4. upport

6. Relationship

2. 2nvironment

A C)./&56')&

4ompensation constitutes the largest part of the employee retention process. The

employees alays have high expectations regarding their compensation pac#ages.

4ompensation pac#ages vary from industry to industry. o an attractive compensation

pac#age plays a critical role in retaining the employees.

4ompensation includes

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salary and ages" bonuses" benefits" prere%uisites" stoc# options" vacations" etc. :hile

setting up the pac#ages" the folloing components should be #ept in mind;

S66( 6&* .)&'7 6 !t is the biggest component of the compensation pac#age. !t

is also the most common factor of comparison among employees. !t includes

$asic age

House rent alloance

6earness alloance

4ity compensatory alloance

BG()'7

5roth and development are the integral part of every individual's career. !f an employee

can not foresee his path of career development in his current organization" there are

chances that he'll leave the organization as soon as he gets an opportunity.

W)(: /(); The or# profile on hich the employee is or#ing should be in

sync ith his capabilities. The profile should not be too lo or too high.

P(5)&6 ()'7 6&* *(6.5 2mployees responsibilities in the organization

should help him achieve his personal goals also. 3rganizations can not #eep aside

the individual goals of employees and foster organizations goals. 2mployees'

priority is to or# for them and later on comes the organization. !f he's not

satisfied ith his groth" he'll not be able to contribute in organization groth.

T(6&& 6&* *


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• 4ommunications s#ills

• Technical s#ills

• !n7house processes and procedures improvement related s#ills

• 4 or customer satisfaction related s#ills

• pecial project related s#ills

1eed for such training can be recognized from individual performance revies"

individual meetings" employee satisfaction surveys and by being in constant touch

ith the employees.

C S+//)('

=ac# of support from management can sometimes serve as a reason for 2mployee

retention. upervisor should support his subordinates in a ay so that each one of them is

a success. Management should try to focus on its employees and support them not only in

their difficult times at or# but also through the times of personal crisis. Management

can support employees by providing them recognition and appreciation.

2mployers can also provide valuable feedbac# to employees and ma#e them feel valued

to the organization.

The feedbac# from supervisor helps the employee to feel more responsible" confident and

empoered. Top management can also support its employees in their personal crisis by

providing personal loans during emergencies" childcare services" employee assistance

programs" counseling services.

2mployers can also support their employees by creating an environment of trust and

inculcating the organizational values into employees. Thus employers can support their

employees in a number of ays as follos;

• $y providing feedbac#

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• $y giving recognition and reards

• $y counseling them

• $y providing emotional support

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ometimes the relationship ith the management and the peers becomes the reason for an

employee to leave the organization. The management is sometimes not able to provide an

employee a supportive or# culture and environment in terms of personal or professional

relationships. There are times hen an employee starts feeling bitterness toards the

management or peers. This bitterness could be due to many reasons. This decreases

employee's interest and he becomes de7motivated. !t leads to less satisfaction and

eventually attrition.

0 supportive or# culture helps gro employee professionally and boosts employee

satisfaction. To enhance good professional relationships at or#" the management should

#eep the folloing points in mind.

• R5/,' ;)( '7 &*


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dissatisfied. 2mployees should #no hat the organization expects from them

and hat their expectation from the organization is. 6eliver hat is promised.

• P().)' 6& ./) =65* ,+'+( The employee should #no that the

organization is there to support him at the time of need. ho them that the

organization cares and he'll sho the same for the organization. 0n employee

based culture may include decision ma#ing authority" availability of resources"

open door policy" etc.

• I&*6')& &


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• 4ulture

• Aalues

• 4ompany reputation

• Buality of people in the organization

• 2mployee development and career groth

• Ris# ta#ing

• =eading technologies

• Trust

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• L6(&& &


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NEED FOR THIS STUDY

2mployers have a need to #eep employees from leaving and going to or# for other

companies. This is true because of the great costs associated ith hiring and retraining

ne employees. The best ay to retain employees is by providing them ith job

satisfaction and opportunities for advancement in their careers. The saying" food help is

hard to find" is even truer these days than ever before because the job mar#et is becoming

increasingly tight.

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• T7 C)5' ); T+(&)


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rimary data is collected through a ell structured %uestionnaire circulated among

sample respondence and through personal intervies ith them.

ersonal discussions ere held ith the folloing officials to elicit relevant information

for the purpose of the study.

S,)&*6( *6'6;

econdary data as sometimes collected from more than one source.

The secondary data is collected from the official records of the company" through

journals" ebsites etc."

LIMITATIONS

+. tudy is mainly based on corporate data it may not full fill the need.

,. =imited #noledge about the study

-. hort duration of the study" the data presentation may not give the true picture.

. The data may not be accurate

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CHAPTER % II

REVIEW OF LITERATURE

Mar# arrott (,@@@) believes that" there is a straight line beteen employee satisfaction

and customer satisfaction. He believes that today's employees pose a complete ne set of

challenges" especially hen business are forced to confront one of the lightest labor

mar#ets in decades. Therefore" it is getting more difficult to retain employees" as the pool

of talent is becoming more7and Fmore tapped7out. The research belo" hich focuses

primarily on employee retention through job satisfaction" supports this contention.

2very person ill have his or her on definition of hat it means to be satisfied ith

their hobs are more productive" creative and be more li#ely to be retained by the

company.

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The second goal of this research is to help readers find his or her definition of job

satisfaction. ! believe that this compilation of data ill educate and inform the or#ing

masses to see the benefits of creating or# places that derive more job satisfaction"

retaining employees and in turn" #eeping our economy healthy and our society happier.

There is a definite need to analyze the elements of employee retention through job

satisfaction. 4onsidering the positive effects on the economy that can be derived from

satisfied7happy employees. romotional materials for presentation can be created" high

lighting these recommendations for employee satisfaction practices for both employers

and employees.

2s#ildsen and 1ussler (,@@@) suggest that employers are fighting to get talented

employers in order to maintain a prosperous business.

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+ 4areer groth" learning G development.

, 2xciting or# G challenge.

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- Meaningful or#" ma#ing a difference G a

contribution.

5reat people

8 $eing par of a team

9 5ood boss

< Recognition for or# ell done

> *un on the job

? 0utonomy" sense of control over or#

+@ *lexibility7 for example" !n or# hours Gdress code.

++ *air pay and benefits.

+, !nspiring leadership.

+- ride in orgn" its mission G %uality of product.

+ 5reat or# environment.

+8 =ocation.

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4ommunications 7 5etting our eople to 4are

et 4lear 2xpectations

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4hallenging or#

=earning oriented relationship ith superiors" subordinates and colleagues.

4ompetent =eadership

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4hallenging or#

=earning oriented relationships ith peers" subordinates and superiors.

Measures that organization can use to improve retention rates

4larifying 2xpectations

Recognizing 2mployees

Hire the Right eople

:al# the Recognition Tal#

ho them you care

*ight attrition ith smart training

6evelop ea# performers

4ommunication

ride in ones or#

C6(;& E/,'6')&5

5oal tatements formalize the folloing;

:hat is to be accomplished

:ho ill be involved

:hen the activity ill be completed

Ho much it costs and hich resources ill be used

2valuate your or# against measurable standard

SMART- B65* P(;)(.6&, S'6&*6(*5 " G)65

Specific F 6etailed and clear.

Measurable F Buantity and unit of measure stated.

Attainable % 4an be performed by the team member.

Results-Oriented F 0n output is produced" not an activity.

ime-!ramed F 4ompleted by a definite time.

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Ta#e the time to do it right (planL)

6etermine desired competencies" job s#ills and characteristics

/tilize behavior based intervieing techni%ues

Train staff in hiring procedures 0ssess ne employees during probation period

2xamples of good and poor hires

R,)&>& E./)5

4ertificates of RecognitionN

tic#ers and ins

:all of *ame

Recognition Aoice Mail

Than# a *amily MemberN card

Than#s for a job ell doneN card

Ta#e a person to lunch

4andy" $alloons" opcorn" Movie Tic#ets

W6: '7 R,)&')& T6:

1othing can replace than# youN

*ind out about hobbies" sports" family

6evelop an attitude of gratitudeN

Recognize everyone

Ma#e it sincereCtimely

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$rings to your organization leading7edge organization7development best

practices to effectively and %uic#ly build a retention7rich culture.

The 2mployee Retention trategies nesletter" hich gained this ebsite the 1o. +

positions on 5oogle and ahoo during its publication in the early part of this decade" as

a nationally noted source for research7based" fact7driven guidance on enhancing

employee retention. ($ac# issues still are available). *rom that research come approaches

built on a solid foundation of hat or#s (and hat doesn't) to gain the commitment of

employees in all industries and economic sectors.

0dded to this base are leading7edge organization7development methodologies to bring

your organization's strengths to the fore" to re#indle the dynamic potential of your

company to meet today's challenges and to rebuild or#force commitment to the heart of

your organization's mission.

pend time reading the topics on this site. /nderstand more about hat truly contributes

to employee engagement and retention. Then" call for an individual discussion of your

organization's uni%ue retention agenda.

E./) R'&')&

1oadays" people are getting smarter. :ith various options available to them they can

shift their jobs very easily. The employee turnover rate is increasing. Thus" the employers

are alays orried about retaining their valuable employees. Human resource is the most

vital resource for any organization. 3rganizations should practice the human resource

management principles of motivation" performance appraisal" training" reards" etc. to

retain their valuable employees.

E;;,&' R,(+'&

3rganizations must select committed human resource. They can go for psychometric tests

such as personality tests" ability tests" etc to #no more about the candidate. These tests

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ill help the recruiters to judge the candidate as an individual and hisCher personality

traits that are li#ely to affect the job behaviours. The recruiters should select candidates

ho are really interested in joining the organization. This can help the organization

reduce the employee turnover.

C)./&56')& P6,:6

2mployees join or leave the organization for a good salary pac#age. 3rganizations should

offer a handsome competitive salary pac#age #eeping in mind the industry standards. The

employees may be given other benefits" such as medical reimbursements" insurance

coverage" travel alloances" mobile alloances" company's vehicle" company's

accommodation" etc.

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riting. Their salary can be increasedP they may be provided incentivesP they may be

promoted. !f the employees are developing themselves ell in the organization in all

respects (social status" #noledge" compensation pac#ages" etc.) then they ill not be

leaving the organization ithout any serious cause for complaint.

S),6 T(6'.&'

2mployers should treat the employees" as they ould ant themselves to be treated. They

should give credit to the employees herever desired. 0ll the objectives and outcomes

should be clearly explained to employees.

A+'7)(' " D6')&

The employees may be empoered and given authority to ta#e their decisions

themselves. The level of control depends on the nature of or#" organizational policies"

etc. /sually managers do not ant to delegate the authority to their subordinates" but at

times it becomes very difficult for the employee to or# ithout the authority to ta#e

decisions on their on.

uccessful organizations realize employee retention and talent management are integralto sustaining their leadership and groth in the mar#etplace. $ecoming an 2mployer of

4hoice by retaining high7caliber employees in todayDs labor mar#et should be the highest

priority.

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. P(;)(.6&, B65* B)&+5 0 provision of performance lin#ed bonus can bemade herein an employee is able to relate his performance ith the company

profits and hence ill or# hard. This bonus should strictly be productivity based.

8. R,(6')& ;6,'5 Recreational facilities help in #eeping employees aay

from stress factors. Aarious recreational programs should be arranged. They may

include ta#ing employees to trips annually or bi7annually" celebrating

anniversaries" sports activities" et al.

9. G;'5 6' S). O,,65)&5 5iving out some gifts at the time of one or to

festivals to the employees ma#ing them feel good and understand that the

management is concerned about them.

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Retention Model #iagram

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E./) M)'


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T7 M)5' I./)('6&' M6&6.&' S,('5

our expectations of people and their expectations of themselves are the #ey factors in

ho ell people perform at or#. Jnon as the ygmalion 2ffect and the 5alatea

2ffect" respectively" the poer of expectations cannot be overestimated. These are the

fundamental principles you can apply to performance expectations and performance

improvement at or#. =earn more.

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• N ?)= );;( 0n attractive job offer hich an employee thin#s is good for him

ith respect to job responsibility" compensation" groth and learning etc. can lead

an employee to leave the organization.

E./) R'&')& S'(6'5

The basic practices hich should be #ept in mind in the employee retention strategies are;

+. Hire the right people in the first place.

,. 2mpoer the employees; 5ive the employees the authority to get things done.

-. Ma#e employees realize that they are the most valuable asset of the organization.

. Have faith in them" trust them and respect them.

8. rovide them information and #noledge.

9. Jeep providing them feedbac# on their performance.

. Jeep their morale high.

?. 4reate an environment here the employees ant to or# and have fun.

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CHAPTER % III

ORGANISATIONAL PROFILE

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COMPANY PROFILE

L),6')&Mumbai

C)(/)(6' );;, !!*= 4entre" =oer arel

R5'(* );;, !!*= House" un !nfotech ar#" Road 1o. +9A" lot 1o. $7,-"

Thane !ndustrial 0rea" :agle 2state"Thane"Maharashtra @@9@Y6( );

&,)(/)(6')&+??8

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6istribution" 4apital Mar#et RelatedE./)5 +"@@@B+5&55 ),6')&5 0round "@@@ locations in ?@@ cities and tons

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Jong" itzerlandL5'&5 12" $2L5'& *6' +< May" ,@@8R5'(6(5 =in# !ntime !ndia vt. =td.S7)(' '(. *='

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(6'&!4R0(00) G $ric#or# $:R 00 (3utloo#; table).

D).6&5.indiainfoline.com" .iiflfinance.com"

.tteb.indiainfoline.com" .flame.org.inISIN ,)* !128-@$@+@,B)).=( ,)* !!*= !1 2B/!TR+'(5 ,)* !!*=.$3

!t as originally incorporated on 3ctober +>" +??8 as robity Research and service

rivate =imited at Mumbai under the companies 0ct" +?89 ith Registration no;

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locations and also innovative methods li#e seminar sales and use of mobile vans for

mar#eting in smaller areas.

!ndia info line as founded in +??8 by group of professionals ith impeccable

educational %ualification and professional credentials. !ts intuitional investors include

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!16!0 !1*3=!12 group offers the entire gamut of investment products including stoc#

bro#ing" 4ommodities bro#ing" Mutual *unds" *ixed 6eposits" 53! Relief $onds" ost

office saving and life insurance. !ndia !nfoline is the leading corporate agent of !4!4!

rudential =ife !nsurance 4ompany" hich is !ndia's 1o.+ private sector life insurance

company.

&*6&;)&,). has been the only !ndian ebsite to have been listed by none

other *orbes in its &$est of the :eb' survey of global ebsite" not just once but three

times in a ro and counting. '0' must read for investors in south 0sia is ho they choose

to describe !ndia !nfoline. !t has been rated as 1o.+ in the category of $usiness 1es in

0sia by 0lexia rating.

toc# and commodities bro#ing is offered under the trade name 8paisa. !ndia !nfoline

4ommodities vt. =td. 0 holly oned subsidiary of !ndia !nfoline =td." holds member

ship of M4I. 4om !t has servicing over , million customers. !n ,@+-" our subsidiary"

!ndia !nfoline !nsurance services =imited became a corporate agent for !4!4! rudential

=ife !nsurance 4ompany =imited. 0nd emerged as one of the leading corporate agent for

!4!4! rudential =ife !nsurance 4ompany =imited.

!n the year ,@@" company launched commodities bro#ing through our subsidiary !ndia

!nfoline commodities private =td.

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polls. !ndia !nfoline as also adjudged as F65'5' G()& E+' B():& H)+5 -

L6( ;(.5 by Dun & Bradstreet . 0 forerunner in the field of e%uity research" !!*='s

research is ac#noledged by none other than Forbes as B5' ); '7 W= and &6 .+5'

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• To become the most respected company in the financial services space in !ndia

V6+5

• Aalues are !!*= are summarised in one acronym; 5!*T

• Groth ith focused team of dynamic professionals

• Integrity in all aspects of business F no compromise in any situation

• Fairness in all our dealings F employees" customers" vendors and shareholders all

included

• Transparency in hat e do F and in ho and hy e do it

• Service orientation is our core value" imbibed by all sales as ell as support teams

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P().)'(5 H&' - CEO! D(,')(5

B)6(* O; D(,')(5

Mr. 1irmal Qain 4hairman

Mr. R. Aen#ataraman Managing 6irector

Mr. 1ilesh Ai#amsey !ndependent 6irector

Mr. Jranti inha !ndependent 6irector

Mr. 0. J. urar !ndependent 6irector

unil Jaul !ndependent 6irector

C)( M6&6.&' T6.

$harat arajia M6" !!*= (0sia) te =td.

ratima Ram 423" 4redit G *inance

Jaran $hagat M6" !!*= :ealth Management =td.

H. 1em#umar resident" !nstitutional 2%uities

0niruddha 6ange resident" !nstitutional 2%uitiesAasudev Qagannath resident" !nstitutional 2%uities

1ipun 5oel resident" !nvestment $an#ing

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rasanth rabha#aran resident" Retail $ro#ing

R. Mohan 4hief 4ompliance 3fficer

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allab Mu#herji resident" Human Resource

an#arson $anerjee 4hief !nformation 3fficer

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IIFL I&*6 I&;)& L'* - C)(/)(6' S'(+,'+(

FACT SHEET MILESTONES

H5')( A&* M5')&5

2011

=aunched !!*= Mutual *und.

2010

Received in7principle approval for membership of the ingapore toc# 2xchange

Received membership of the 4olombo toc# 2xchange

2009

0c%uired registration for Housing *inance

2$! in7principle approval for Mutual *und

3btained Aenture 4apital license

2008

=aunched !!*= :ealth

Transitioned to insurance bro#ing model


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200#

4ommenced institutional e%uities business under !!*=

*ormed ingapore subsidiary" !!*= (0sia) te =td

200

0c%uired membership of 654I

4ommenced the lending business

200K

Maiden !3 and listed on 12" $2

2004

0c%uired commodities bro#ing license

=aunched ortfolio Management ervice

2003

=aunched proprietary trading platform Trader Terminal for retail customers

2000

=aunched online trading through .8paisa.com tarted distribution of life insurance

and mutual fund

1999

=aunched .indiainfoline.com

199#

=aunched research products of leading !ndian companies" #ey sectors and the economy

4lient included leading *!!s" ban#s and companies.

199K

4ommenced operations as an 2%uity Research firm

A6(*5 " R,)&')&

$est 4ustomer ervice in *inancial ervices" ,@+- 7 Retailer 4ustomer ervice 0ards

$est 4ommodities !nvestment" ,@+, F 2uro Money

Top erformer" 2%uity (*! 4ategory)" ,@+, F $2

$est $ro#ing House ith 5lobal resence" ,@++ G ,@+, F 6G$

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1o. + in *ixed !ncome ortfolio Management in !ndia" ,@+, F 2uro Money

7 0arded KThe $est :ealth Management HouseK in india.

7 *orbes rates .indiainfoline.com as the K$est of the :ebK and recommends K...must

read for investorsK

7 0arded KMost !mproved bro#erageK in india by 0siaMoney as a part of its survey of

bro#erages in countries across 0sia for ,@@>

7 0arded K$est $ro#er7!ndiaK by *ianance0sia as a part of its survey of financial

services firms across 0sia for ,@@>.

roduct G ervices

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!!*='s analyst team on Uee $usiness' &!ndia's best mar#et analysts aards F ,@@?' for

being the best in the 3il and 5as and 4ommodities sectors and a finalist in the $an#ing

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!!*= has rapidly emerged as one of the premier institutional e%uities houses in !ndia itha team of over ,8 research analysts" a full7fledged sales and trading team coupled ith an

experienced investment ban#ing team.

The !nstitutional e%uities business conducted a very successful &2nterprising !ndia' global

investors' conference in Mumbai in March ,@+@" hich as attended by funds ith

aggregate 0/M over /S8 trillion and 423s and other executives representing

corporates ith a combined mar#et capitalization of over /S8@@ billion. The &6iscover

ri =an#a' global investors' conference" held in 4olombo in Quly ,@+@" as attended bymore than 8@ leading global and major local investors and ,8 ri =an#an corporates"

along ith senior 5overnment officials.

4ontact /s for Retail bro#ing

2mail; infoV8pmail.com

Tel; ?+77 @@


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!ndia !nfoline 4ommodities =td

+-" M5R Road" erungudi"

4hennai" Tamil 1adu 7 9@@ @?9C(*' 6&* ;&6&,

!!*= offers a ide array of secured loan products. 4urrently" secured loans (mortgageloans" margin funding" loans against shares) comprise ?E of the loan boo#. The

4ompany has discontinued its unsecured products. !t has robust credit processes and

collections mechanism resulting in overall 10s of less than +E. The 4ompany has

deployed proprietary loan7processing softare to enable stringent credit chec#s hile

ensuring fast application processing. Recently the company has also launched =oans

against 5old.

4ontact /s for =oans2mail; reachVmoneylineindia.com

Tel; ?+7,,7 ,>


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!t also has tied up ith !nteractive $ro#ers ==4 to strengthen its execution platform and

provide investors ith a global investment platform.

4ontact /s for :ealth Management ervices

2mail; ac%uisitionsViifl.comTel; ?+7,,7-?8> 8?-

I&


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L6'5' F&6&,6 I&;)(.6')& H&' - H) '7 ,)./6& 5 /(;+.& & '7 (,&'

6(5 - IT IS NOT COMPULSORY

8@


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BRO@ERAGE SERVICES

O&& B():(6 :e offer subscribers real time trading on the 12 and $2 0part

from this e also offer commodities

Trading on the M4I and 1462I. 4ustomer can directly place orders to buy and sell

securities through our automated order processing system.

O;;& B():(6 :e began offering offline bro#erage service as a bac# upto our

online bro#erage offering through our branches. This as mainly to address the internet

access problem faced by some of our retail customers.

C)./'')&

B():& e face competition from small retail distributors (traditional)

and pan !ndia bro#ers li#e Jota# ecurities =td

. Jantilal !sharlal securities =td" !ndia bulls ecurities =td"

!4!4! :eb Trade limited" 5eojit" financial ervices =td etc.

D5'(=+')& e face competition from small retail distributors (typically single outlet

unorganized units)" bro#ers ho have a distribution set" old and established distribution

companies li#e blue chip 4orporate !nvestment 4enter =imited" $ajaj 4apital =td" Jarvy

ecurities =td" and ban#s including their M and :ealth Management des#s.

O+( 5'(&'7 our strengths are our contents and research online technology and

customers services.

COMPETITORS OF TARNA@A BRANCH

• hare #han

• $!

• Religare

• !ndian bulls

• Jarvy.

8+


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CHAPTER-IV

DATA ANALYSIS

AND

INTERPRETATION

8,


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!. :hy have you chosen to remain employed ith the !!*=W0. 4areer advancement opportunities

$. 4hallenging or#

4. alary

6. 2mployee benefits

S N) OPTIONS RESPONSES PERCENTAGE

0 4areer advancement opportunities -> 48%

$ 4hallenging or# +> 23%

4 alary +9 20%

6 2mployee benefits > 10%

TOTAL 80 100

I$ER%REAIO$

*rom the above table it is interpreted that >E of the employees responded that they have

been provided ith career advancement opportunities" ,-E respondents said that they

have been provided ith challenging or#" ,@E of the employees said that are fairly ande%ual justice as given in the remuneration provided" +@E of the respondents ere

satisfied ith the benefits of the organization.

8-


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!!. lease rate the folloing items regarding your employment ith the !!*=W

+. ositive or# environment (relationships" values and culture)

a) 2xcellent

b) 5ood

c) 0verage

d) oor

e) Aery poor


0 2xcellent 9 8>E

$ 5ood ,? -9E

4 0verage 8E

6 oor + @+E

2 Aery poor @ @ E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" it is confined that 8>E of the respondents said that there is

healthier or#ing environment (relationships" values and culture) existed. -9E of the

employees said that the or#ing conditions of the organization are average. These

employees have to be given proper guidance and have to be encouraged by the superiors.

8


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,. 2%uitable compensation

a) 2xcellent

b) 5ood

c) 0veraged) oor

e) Aery poor


0 2xcellent ,> 35%

$ 5ood ,> 35%

4 0verage + 18%

6 oor +@ 13%

2 Aery poor @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" it is interpreted that E of the respondents fully satisfied iththeir compensation. ,@E of the respondents are said that e%uitable compensation is

average. These employees have to be given fair compensation to their or#.

88


56/85

-. 0ppropriate balance of or#Clife issues

a) 2xcellent

b) 5ood

c) 0veraged) oor

e) Aery poor


0 2xcellent > 10%

$ 5ood 9 58%

4 0verage ,@ 25%

6 oor 9 8%

2 Aery poor @ @E

TOTAL 120 100

I$ER%REAIO$

*rom the above table" it is confined that +@E of respondents said that 2xcellent" 8>E

respondents said that good" ,8E of respondents said that average in balance of or#Clife

issues. >E of respondents hadn't satisfied. o that organization needs to provide

appropriate balance of or#.

89


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. *lexibility in or# scheduleCtelecommuting

a) 2xcellent

b) 5ood

c) 0verage

d) oor

e) Aery poor


0 2xcellent ,> 35%

$ 5ood @ 50%

4 0verage 9 8%

6 oor 9 8%

2 Aery poor @ 0%

TOTAL 80 100

I$ER%REAIO$

*orm the above table" it is observed that 8@E of the respondents are satisfied ith their flexible or# schedule. >E of respondents are not satisfied. These employees have to be

given proper guidance and have to be encouraged by the management.

8


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8. TrainingCeducational opportunities

a) 2xcellent

b) 5ood

c) 0veraged) oor

e) Aery poor


0 2xcellent -@ 38%

$ 5ood ,> 35%

4 0verage +> 23%

6 oor 5%

2 Aery poor @ @ETOTAL 120 100

I$ER%REAIO$

*rom the above table" -8E of respondents said that excellent" ->E of respondents said

that good" ,-E of respondents said that average on training opportunities. 0ll

respondents ere satisfied ith their training opportunities given by the organization.

8>


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9. 3n7the7job training and developmental experiences

a) 2xcellent

b) 5ood

c) 0verage

d) oor

e) Aery poor


0 2xcellent ,> -8E

$ 5ood +> ,-E

4 0verage - -E

6 oor @ @E

2 Aery poor @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" -8E of respondents said that excellent" ,-E of respondents said

that good" -E of respondents said that average on 3n7the7job training and development.

o finally all of the respondents satisfied ith their 3n7the7job training and development.

8?


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E

$ 5ood -- +E

4 0verage ,8 -+E

6 oor @ @E

2 Aery poor @ @ETOTAL 80 100

I$ER%REAIO$

*rom the above table" ,>E of respondents said that excellent" +E of respondents said

that good" -+E of respondents said that average on 3pportunities for advancement.

3rganization need to provide career advancement opportunities to employees.

9@


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>. 0ppropriate resources and e%uipment to perform the job

a) 2xcellent

b) 5ood

c) 0verage

d) oor

e) Aery poor


0 2xcellent +> ,-E

$ 5ood +> ,-E

4 0verage -> >E

6 oor 9 >E

2 Aery poor @ @E

TOTAL 120 100

I$ER%REAIO$

*rom the above table" ,-E of respondents said that excellent" @E of respondents said

that good" -,E of respondents said that average on 0ppropriate resources and e%uipment

to perform the job. 8E of respondents did not satisfy. 3rganization need to provide

appropriate resources in or# environment.

9+


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!!. lease rate the folloing statements regarding supervision received;

+. ets clear goalsCperformance expectations

a) 0lays

b) ometimes

c) 1ever


+ 0lays 99 >,E

, ometimes + +>E

- 1ever @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" >,E of responded alays" +>E of responded rarely they set clear goalsCperformance expectations. 3rganization should facilitate an opportunity in ta#ing

employees expectations into consideration.

9,


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,. 6istributes or#load e%uitably

a) 0lays

b) ometimesc) 1ever


+ 0lays - -E

, ometimes 9 8>E

- 1ever @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" -E of responded alays" 8>E of responded sometimes on

distribution of or#load.

9-


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-. rovides information needed to perform job

a) 0lays

b) ometimes

c) 1ever


+ 0lays -8E

- 1ever @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" 98E of responded alays" -8E of responded sometimes on

information provided by management.

9


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. Recognizes employees for their achievements

a) 0lays b) ometimes

c) 1ever


+ 0lays 8- 9


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8. :elcomes suggestions and encourages feedbac#

a) 0lays

b) ometimes

c) 1ever


+ 0lays > 9@E

, ometimes -, @E

- 1ever @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" 9@E of responded alays" @E of responded sometimes on

:elcomes suggestions and encourages feedbac# of employees.

99


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9. !s accessibleCapproachable

a) 0lays

b) ometimes

c) 1ever


+ 0lays ,? -9E

, ometimes 88E

- 1ever < ?E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" -9E of responded alays" 88E of responded sometimes on

accessibleCapproachable supervision by management. ?E of respondents not satisfied.

3rganization need to adopt motivational aspects to satisfy maximum employees.

9


68/85


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>. !s trustorthy

a) 0lays

b) ometimes

c) 1ever


+ 0lays 88E

, ometimes +- +9E

- 1ever ,- ,?E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" 88E of responded alays" +>E of responded sometimes on

trustorthy of management. ,?E of respondents not satisfied. Management should

maintain co7ordination ith employees leads to increase the trustorthiness among

employees.

9?


70/85

4 lease rate the folloing statements regarding the leadership to the !!*=W

+. ets clear goalsCobjectives for the organization


c) 1ever


+ 0lays > 9@E

, ometimes -, @E

- 1ever @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" 9@E of responded alays" @E of responded sometimes on

etting the clear goalsCobjectives for the organization.


71/85

,. 2ncourages cooperation and teamor# among staff

a) 0lays

b) ometimes

c) 1ever


+ 0lays >@


72/85

-. Aalues employee contributions

a) 0lays

b) ometimes

c) 1ever


+ 0lays < 8?E

, ometimes - +E

- 1ever @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" 8?E of responded alays" +E of responded sometimes on

employee contributions


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. Ma#es an effort to hear employee concerns

a) 0lays

b) ometimes

c) 1ever

S N) OPTIONS RESPONSES

PERCENTAGE

+ 0lays ,- ,?E

, ometimes


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8. !s responsive to #non employee concerns


c) 1ever


PERCENTAGE

+ 0lays 9-


75/85

9. 2ncourages open communication

a) 0lays

b) ometimes

c) 1ever


PERCENTAGE

+ 0lays ,8 9E

, ometimes ?8 ?E

- 1ever @ @E

TOTAL 120 100

I$ER%REAIO$

*rom the above table" 9E of responded alays" ?E of responded sometimes on

encouraging open communication


76/85

,,E

- 1ever @ @E

TOTAL 80 100

I$ER%REAIO$

*rom the above table" E of responded alays" ,,E of responded that they are rarely

treated ith respect.


77/85

>. :ould you recommend the job to your friend at !!*=W

a) es7


78/85

?. !f you left the job ould you live rejoin of this companyW

a) es78


79/85

CHAPTER - V

FINDINGS! SUGGESTIONS

AND

CONCLUSION


80/85

FINDINGS

• *rom the above 0nalysis it is interpreted that ,?E of the employees responded

that they have been provided ith career advancement opportunities" +>E

respondents said that they have been provided ith challenging or#"

• *rom the above 0nalysis" it is confined that 8>E of the respondents said that there

is healthier or#ing environment (relationships" values and culture) existed. -9E

of the employees said that the or#ing conditions of the organization are average.

• *rom the above 0nalysis" it is interpreted that E of the respondents fully

satisfied ith their compensation. ,@E of the respondents are said that e%ui

0nalysis compensation is average.• *rom the above 0nalysis" it is confined that +@E of respondents said that

2xcellent" 8>E respondents said that good" ,8E of respondents said that average

in balance of or#Clife issues.

• *orm the above 0nalysis" it is observed that 8@E of the respondents are satisfied

ith their flexible or# schedule. >E of respondents are not satisfied.

• *rom the above 0nalysis" -8E of respondents said that excellent" ->E of

respondents said that good" ,-E of respondents said that average on training

opportunities• *rom the above 0nalysis" -8E of respondents said that excellent" ,-E of

respondents said that good" -E of respondents said that average on 3n7the7job

training and development

• *rom the above 0nalysis" ,>E of respondents said that excellent" +E of

respondents said that good" -+E of respondents said that average on

3pportunities for advancement.

• *rom the above 0nalysis" ,-E of respondents said that excellent" @E of

respondents said that good" -,E of respondents said that average on 0ppropriate

resources and e%uipment to perform the job. 8E of respondents did not satisfy.

>@


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SUGGESTIONS

2mployees have to be given proper guidance and have to be encouraged by the

management.

3rganization need to provide appropriate balance of or#.

3rganization need to provide training opportunities to employees.

3rganization need to provide career advancement opportunities to employees.

3rganization need to provide appropriate resources in or# environment.

3rganization should facilitate an opportunity in ta#ing employees expectations

into consideration.

To recognize the employees by management for their achievements.

Management need to adopt motivational aspects to satisfy maximum employees.

>+


82/85

C)&,+5)&

The organization has to facilitate the employees ith better

challenging or# so that they can retain them in their organization.

$y careful planning and implementation of motivational and

personality development programmes the organization can retain

valuable employees.

!n organization every recruiter and manager should be concerned ith

retention from the start of any recruiting program.

Hiring top7performing and enthusiastic employees re%uires a certain

#nac#. $ut #eeping those employees in an art.

Ma#ing the ne employee aare that the intention is to #eep them as

long as possible encourages the employee in committing to long term

goals and planning ithin the organization.

>,


83/85

BIBLIOGRAPHY

ersonal and human resource management

Himalaya publishing house 7 . /$$0 R03

Human resource and personal management

7 J. 0:0TH00

Human resource management 7 Mirza s saiyadain

Human resource management

76assler

.citehr.com

.google.com

.as#.com

ANNEXURE

>-

http://www.citehr.com/http://www.google.com/http://www.ask.com/http://www.citehr.com/http://www.google.com/http://www.ask.com/


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QUESTIONNAIRE

Name

!esignation Qualification

""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""

WHY #ave you c#osen to remain employed $it# t#e IIFL?

%areer advancement opportunities

%#allenging $or&SalaryEmployee 'enefits(ess travelSupervision)managementOt#er """"""""""""""""""""""""""""""""""

PLEASE rate t#e follo$ing items regarding your employment $it# t#eIIFL?

E*cellent +ood ,air -oor -ositive $or& environment .relations#ips/ values and culture0

E1uita'le compensation

Appropriate 'alance of $or&)life issues

,le*i'ility in $or& sc#edule)telecommuting

Training)educational opportunities

On2t#e23o' training and developmental e*periences

Opportunities for advancement

Appropriate resources and e1uipment to perform t#e 3o'

PLEASE rate t#e follo$ing statements regarding supervisionreceived

Al$ays Usually Sometimes Never Sets clear goals)performance e*pectations

>


85/85

!istri'utes $or&load e1uita'ly

-rovides information needed to perform 3o'

Recognizes employees for t#eir ac#ievements

4elcomes suggestions and encourages feed'ac&

Is accessi'le)approac#a'le

Addresses pro'lems promptlyIs trust$ort#y

PLEASE rate t#e follo$ing statements regarding t#e leaders#ip of t#eIIFL?

Al$ays Usually Sometimes Never Sets clear goals)o'3ectives for t#e organization

Encourages cooperation and team$or& among staff

5alues employee contri'utions

6a&es an effort to #ear employee concerns

Is responsive to &no$n employee concerns

Encourages open communication

Treats employees $it# respect

WHAT do you en3oy most a'out $or&ing $it# t#e IIFL?

WHAT #as 'een your greatest c#allenge $or&ing #ere7

WOULD you recommend t#e job to your friend at II,(7

8esNo

role of hr planning in retention of employee - iifl

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