ABSTRACT

Retention management remains one of the most relevant and significant topics in
international Human Resource Management (HRM). The most common explanation for
such a significance is that excellent retention management has become a major source of
competitive advantage in the modern and rapidly globalizing business world.
It just simply costs too much money to replace even one valuable employee.
Hence, the main task of retention management is twofold. Besides applying the correct
motivation techniques to retain its top talent and maintain a competitive advantage, the
organization also has to reduce the replacement cost and especially its soft component
(the cost of losing employees experience, professional expertise, key customer
relationships, etc.) if or when an employee does decide to leave.
Most of the academic literature on retention deals with general and
unspecific preventive strategies pertaining mainly to industrial companies. This paper
concentrates particularly on the retention techniques designed to project the important
tacit knowledge in Professional Services Firms (PSFs) which would help them reduce
their overall replacement costs and increase their competitiveness in the market place.

TABLE CONTENTS
CHAPTERS

TITLES
INTRODUCTION

PAGE
NUMBERS
1-8

NEED FOR THE STUDY

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

CHAPTER-I
IMPORTANCE

CHATER-II

9-10

METHADOLOGY

10

LIMITATIONS

10

LITERATURE ON EMPLOYEE RETENTION

11

CONCEPTUAL REVIEW ON EMPLOYEE

RETENTION

12-31

ORGANISATION PROFILE

32-40

DATA ANALYSIS AND INTERPRETATION

41-66

FINDINGS,SUGGESTIONS & CONCLUSION

67-69

CHAPTER-III

CHAPTER-IV

CHAPTER-V

BIBLIOGRAPHY

70

ANNEXURE

71-72

CHAPTER I

INTRODUCTION

HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the function with in an organization that
focuses or recruitment of, management of, and providing direction for the people who
work in the organization, human Resource Management can also by performed by line
managers.
Human Resource Management is the organizational function that deals with issues related
to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee

motivation, communication,

administration, and training.

Administrative activities associated with human resources planning, recruitment,
selection, orientation training, appraisal, motivation, remuneration, etc. Human Resource
Management aims at developing people through work.

Organizations are not mere bricks, mortar, machineries or inventories. They are
people. It is the people who staff and manage organizations.

HRM involves the application of management functions and principles. The

functions and principles are applied to acquisitioning, developing, maintaining,
and remunerating employees in organizations.

Decisions relating to employees must be integrated. Decisions on different aspects

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

Decisions made must influence the effectiveness of an organization. Effectiveness

an organization must result in betterment of services to customers in the form of
high-quality products supplied at reasonable costs.

HRM functions are not confined to business establishments only. They are
applicable to non-business organizations, too, such as education, health care,
recreation, and the like.

Introduction on Employee Retention:

Employee Retention involves taking measures to encourage employees to remain in the
organization for the maximum period of time. Corporate is facing a lot of problems in
employee retention these days. Hiring knowledgeable people for the job is essential for
an employer. But retention is even more important than hiring. There is no dearth of
opportunities for a talented person. There are many organizations which are looking for
such employees. If a person is not satisfied by the job hes doing, he may switch over to
some other more suitable job.
In todays environment it becomes very important for organizations to retain their
employees. The top organizations are on the top because they value their employees and
they know how to keep them glued to the organization. Employees stay and leave
organizations for some reasons. The reason may be personal or professional. These
reasons should be understood by the employer and should be taken care of. The
organizations are becoming aware of these reasons and adopting many strategies for
employee retention.
A. Compensation
B. Growth
C. Support
D. Relationship
E. Environment
A. Compensation
Compensation constitutes the largest part of the employee retention process. The
employees always have high expectations regarding their compensation packages.
Compensation packages vary from industry to industry. So an attractive compensation
package plays a critical role in retaining the employees.
Compensation includes

salary and wages, bonuses, benefits, prerequisites, stock options, vacations, etc. While
setting up the packages, the following components should be kept in mind:
Salary and monthly wage: It is the biggest component of the compensation package. It
is also the most common factor of comparison among employees. It includes

Basic wage

House rent allowance

Dearness allowance

City compensatory allowance

B.Growth
Growth and development are the integral part of every individuals career. If an employee
can not foresee his path of career development in his current organization, there are
chances that hell leave the organization as soon as he gets an opportunity.
Work profile: The work profile on which the employee is working should be in
sync with his capabilities. The profile should not be too low or too high.
Personal growth and dreams: Employees responsibilities in the organization
should help him achieve his personal goals also. Organizations can not keep aside
the individual goals of employees and foster organizations goals. Employees
priority is to work for them and later on comes the organization. If hes not
satisfied with his growth, hell not be able to contribute in organization growth.

Training and development: Employees should be trained and given chance to

improve and enhance their skills. Many employers fear that if the employees are
well rained, theyll leave the organization for better jobs. Organization should not
limit the resources on which organizations success depends. These trainings can
be given to improve many skills like:
7

Communications skills

Technical skills

In-house processes and procedures improvement related skills

C or customer satisfaction related skills

Special project related skills

Need for such training can be recognized from individual performance reviews,
individual meetings, employee satisfaction surveys and by being in constant touch
with the employees.
C. Support
Lack of support from management can sometimes serve as a reason for Employee
retention. Supervisor should support his subordinates in a way 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 work but also through the times of personal crisis. Management
can

support

employees

by

providing

them

recognition

and

appreciation.

Employers can also provide valuable feedback to employees and make them feel valued
to the organization.
The feedback from supervisor helps the employee to feel more responsible, confident and
empowered. Top management can also support its employees in their personal crisis by
providing personal loans during emergencies, childcare services, employee assistance
programs, counseling services.

Employers 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 ways as follows:

By providing feedback

By giving recognition and rewards

By counseling them

By providing emotional support

D.Relationship
Sometimes the relationship with 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 work culture and environment in terms of personal or professional
relationships. There are times when an employee starts feeling bitterness towards the
management or peers. This bitterness could be due to many reasons. This decreases
employees interest and he becomes de-motivated. It leads to less satisfaction and
eventually attrition.
A supportive work culture helps grow employee professionally and boosts employee
satisfaction. To enhance good professional relationships at work, the management should
keep the following points in mind.

Respect for the individual: Respect for the individual is the must in the
organization.

Relationship with the immediate manager: A manger plays the role of a mentor
and a coach. He designs ands plans work for each employee. It is his duty to
involve the employee in the processes of the organization. So an organization
should hire managers who can make and maintain good relations with their
subordinates.

Relationship with colleagues: Promote team work, not only among teams but in
different departments as well. This will induce competition as well as improve the
relationships among colleagues.

Recruit whole heartedly: An employee should be recruited if there is a proper

place and duties for him to perform. Otherwise hell feel useless and will be
9

dissatisfied. Employees should know what the organization expects from them
and what their expectation from the organization is. Deliver what is promised.

Promote an employee based culture: The employee should know that the
organization is there to support him at the time of need. Show them that the
organization cares and hell show the same for the organization. An employee
based culture may include decision making authority, availability of resources,
open door policy, etc.

Individual

development:

Taking

proper

care

of

employees

includes

acknowledgement to the employees dreams and personal goals. Create

opportunities for their career growth by providing mentorship programs,
certifications, educational courses, etc.

Induce loyalty: Organizations should be loyal as well as they should promote

loyalty in the employees too. Try to make the current employees stay instead of
recruiting new ones.

E. Environment
It is not about managing retention. It is about managing people. If an organization
manages people well, employee retention will take care of itself. Organizations should
focus on managing the work environment to make better use of the available human
assets.
People want to work for an organization which provides

Appreciation for the work done

Ample opportunities to grow

A friendly and cooperative environment

A feeling that the organization is second home to the employee

Organization environment includes

10

Culture

Values

Company reputation

Quality of people in the organization

Employee development and career growth

Risk taking

Leading technologies

Trust

Types of environment the employee needs in an organization

Learning environment: It includes continuous learning and improvement of the

individual, certifications and provision for higher studies, etc.

Support environment: Organization can provide support in the form of work-life

balance. Work life balance includes:

Flexible hours

Telecommuting

Dependent care

Alternate work schedules

Vacations

Wellness

Work environment: It includes efficient managers, supportive co-workers,

challenging work, involvement in decision-making, clarity of work and
responsibilities, and recognition.

Lack or absence of such environment pushes employees to look for new opportunities.
The environment should be such that the employee feels connected to the organization in
every respect.

11

NEED FOR THIS STUDY

Employers have a need to keep employees from leaving and going to work for other
companies. This is true because of the great costs associated with hiring and retraining
new employees. The best way to retain employees is by providing them with job
satisfaction and opportunities for advancement in their careers. The saying, food help is
hard to find, is even truer these days than ever before because the job market is becoming
increasingly tight.

Objectives

To study retention strategies used by organization to retain Employee Talent.

To study the compensation/reward structure of the organization provided to the

employees.

To study and Improve the level of employee satisfaction.

To study the development practices adopted the organization.

Scope of the study

The study was focused on EMPLOYEE RETENTION since it is necessary to focus on
the levels of satisfaction by smooth functioning of organization are also to maintain and
retain employees for longer time. So the study encompasses both managerial and nonmanagerial employees of IIFL.

Importance
Well, the answer is a definite no. Its not only the cost incurred by a company that
emphasizes the need of retaining employees but also the need to retain talented
employees from getting poached.
The process of employee retention will benefit an organization in the following ways:

12

The Cost of Turnover: The cost of employee turnover adds hundreds of

thousands of money to a company's expenses. While it is difficult to fully
calculate the cost of turnover (including hiring costs, training costs and
productivity loss), industry experts often quote 25% of the average employee
salary as a conservative estimate.

Loss of Company Knowledge: When an employee leaves, he takes with him

valuable knowledge about the company, customers, current projects and past
history (sometimes to competitors). Often much time and money has been spent
on the employee in expectation of a future return. When the employee leaves, the
investment is not realized.

Interruption of Customer Service: Customers and clients do business with a

company in part because of the people. Relationships are developed that
encourage continued sponsorship of the business. When an employee leaves, the
relationships that employee built for the company are severed, which could lead
to potential customer loss.

Turnover leads to more turnovers: When an employee terminates, the effect is

felt throughout the organization. Co-workers are often required to pick up the
slack. The unspoken negativity often intensifies for the remaining staff.

Goodwill of the company: The goodwill of a company is maintained when the

attrition rates are low. Higher retention rates motivate potential employees to join
the organization.

Regaining efficiency: If an employee resigns, then good amount of time is lost in

hiring a new employee and then training him/her and this goes to the loss of the
company directly which many a times goes unnoticed. And even after this you
cannot assure us of the same efficiency from the new employee

METHODOLOGY
Source of data:
The study is based on both Primary data and Secondary data
Primary data:
13

Primary data is collected through a well structured questionnaire circulated among

sample respondence and through personal interviews with them.
Personal discussions were held with the following officials to elicit relevant information
for the purpose of the study.
Secondary data:
Secondary data was sometimes collected from more than one source.
The secondary data is collected from the official records of the company, through
journals, websites etc.,

LIMITATIONS
1.

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

2. Limited knowledge about the study

3. Short duration of the study, the data presentation may not give the true picture.
4. The data may not be accurate

14

CHAPTER II

REVIEW OF LITERATURE

Mark Parrott (2000) believes that, there is a straight line between employee satisfaction
and customer satisfaction. He believes that todays employees pose a complete new set of
challenges, especially when business are forced to confront one of the lightest labor
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 below, which focuses
primarily on employee retention through job satisfaction, supports this contention.
Every person will have his or her own definition of what it means to be satisfied with
their hobs are more productive, creative and be more likely to be retained by the
company.

15

The second goal of this research is to help readers find his or her definition of job
satisfaction. I believe that this compilation of data will educate and inform the working
masses to see the benefits of creating work places that derive more job satisfaction,
retaining employees and in turn, keeping our economy healthy and our society happier.
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. Promotional materials for presentation can be created, high
lighting these recommendations for employee satisfaction practices for both employers
and employees.
Eskildsen and Nussler (2000) suggest that employers are fighting to get talented
employers in order to maintain a prosperous business.

Retention factors
Rank

Retention Items

Career growth, learning & development.

Exciting work & challenge.

16

Meaningful

work,

making

difference

&

contribution.
4

Great people

Being par of a team

Good boss

Recognition for work well done

Fun on the job

Autonomy, sense of control over work

10

Flexibility- for example, In work hours &dress code.

11

Fair pay and benefits.

12

Inspiring leadership.

13

Pride in orgn, its mission & quality of product.

14

Great work environment.

15

Location.

Employee Retention:

17

Keeping the right employees

the most appropriate amount
Loyal
of time AND moving them up
Excited
the retention curve
Empowered
Engaged
Motivated

Productivity
Morale
Customer
Satisfaction
Customer
Retention

Retention

Retention Competitive Advantage:

Relationship with Immediate Manager is considered the single most important job
attribute by high-value talent.
Corporate Leadership Council
Employee Retention Study

Guidelines for Retention

18

R-EMUNERATECOMPETITIVELY
E -NCOURAGEMENT AND EXPECTATIONS
T RAINING AND DEVELOPMENT
A -NNUAL REVIEW CYCLES
I - NFORM AND INVOLVE
N -URTURE
Strategies that organization can use to improve retention rates by looking at

Work environment (location, variety, flexibility, culture)

Financial (base salary, incentive, bonuses, options, benefits, recognition)

Personal (quality of work, skills, training, self-leadership, opportunities)

Relationships (owners, managers, peers, mentors, customers)

Human Capital challenges for Hospitality HR professionals

Recruitment

Retention

Motivation

Training and development

Why people are leaving

No growth opportunity/lack of promotion

For higher Salary

For Higher education

Misguidance by the company

Policies and procedures are not conducive

No personal life

Physical strains

Uneasy relationship with peers or managers

19

Factors Impacting: - Talent Acquisition and Retention Jobseekers perspective

The pay package and other pecuniary benefits,

The class and quality of people that work in the company,

The challenges of the job and attractiveness of the position & designation,

The opportunities for career growth and professional development and

The kind of technology, he would be exposed to.

20

Factors Impacting: - Talent Acquisition and Retention Organizations Perspective

Its brand equity.

Philosophy.

Vision.

Mission.

Culture.

Values and ecology.

Manage Talent

Skills are capabilities that can be transferred from one person to another, For
E.g. Food and Beverage professionals Silver service is a skill

Knowledge is of two types

Factual-Things you know

Experimental-Understanding you picked up along the away

A love for precision is not a skill, nor is it knowledge

It is Talent.

Fierce competition for qualified workers results from

A robust economy

Shift in how people view their careers

Changes in the unspoken "contract" between employer and employee

Corporate cocooning

A new generation of workers

Changes in social mores

Life balance

Learning oriented relationship with superiors, subordinates, colleagues and

others

21

Attract

To improve
individual

Attain

employee

organizational
effectiveness

performance

Train
Retain

Retention Strategies That Organization Use

Communications - Getting Your People to Care

Set Clear Expectations

What employees looking from their jobs

Challenging work

Learning oriented relationship with superiors, subordinates and colleagues.

Competent Leadership

Satisfiers that will improve level of Employee Satisfaction

Growth opportunities

Competent leadership

Fair compensation

Net worth of extrinsic rewards

22

Challenging work

Learning oriented relationships with peers, subordinates and superiors.

Measures that organization can use to improve retention rates

Clarifying Expectations

Recognizing Employees

Hire the Right People

Walk the Recognition Talk

Show them you care

Fight attrition with smart training

Develop weak performers

Communication

Pride in ones work

Clarifying Expectations
Goal Statements formalize the following:

What is to be accomplished

Who will be involved

When the activity will be completed

How much it costs and which resources will be used

Evaluate your work against measurable standard

S.M.A.R.T.- Based Performance Standards & Goals
Specific Detailed and clear.
Measurable Quantity and unit of measure stated.
Attainable Can be performed by the team member.
Results-Oriented An output is produced, not an activity.
Time-Framed Completed by a definite time.
Hire the Right People

23

Take the time to do it right (plan!)

Determine desired competencies, job skills and characteristics

Utilize behavior based interviewing techniques

Train staff in hiring procedures

Assess new employees during probation period

Examples of good and poor hires

Recognizing Employees

Certificates of Recognition

Stickers and Pins

Wall of Fame

Recognition Voice Mail

Thank a Family Member card

Thanks for a job well done card

Take a person to lunch

Candy, Balloons, Popcorn, Movie Tickets

Walk the Recognition Talk

Nothing can replace thank you

Find out about hobbies, sports, family

Develop an attitude of gratitude

Recognize everyone

Make it sincere/timely

Outstanding leaders go out of their way to

boost the self - esteem of their personnel.
If people believe in themselves, its amazing
what they can accomplish.
Sam Walton

24

The Bad Boss Virus

Great people stay in bad jobs with great bosses.
Great people leave great jobs with bad bosses.
Resource for creating a retention-rich organization culture that attracts, engages
and builds lasting loyalty among todays most talented employees.
Employee Retention Strategies apart is a steadfast philosophy that:
Uses only research-based, theory-supported approaches to improving
employee engagement. Avoided are gimmicks such as employee of the
month, suggestion boxes, prizes or other carrots. While commonly used,
these short-term fixes fail to produce genuine employee loyalty (more than
60 years of research tells us so!).

Employs an easy-to-understand systems approach to ensure the root

causes of turnover are addressed and the potential for lasting change
unleashed.

Customizes all activities to your organizations unique history, current

practices and strategic objectives. Also considered are challenges unique
to your industry sector, competitive marketplace issues and talent
shortages.

Involves those responsible for implementing change in actually creating

the change, ensuring input and improved shared understanding and
support of all initiatives.

Integrates hands-on, action-oriented approaches that enable organizations

to move forward quickly and effectively

Recognizes the research-proven role of no-cost strategies in developing

the glue that builds employee loyalty and commitment.

25

Brings to your organization leading-edge organization-development best

practices to effectively and quickly build a retention-rich culture.

The Employee Retention Strategies newsletter, which gained this website the No. 1
positions on Google and Yahoo during its publication in the early part of this decade, was
a nationally noted source for research-based, fact-driven guidance on enhancing
employee retention. (Back issues still are available). From that research come approaches
built on a solid foundation of what works (and what doesnt) to gain the commitment of
employees in all industries and economic sectors.
Added to this base are leading-edge organization-development methodologies to bring
your organizations strengths to the fore, to rekindle the dynamic potential of your
company to meet todays challenges and to rebuild workforce commitment to the heart of
your organizations mission.
Spend time reading the topics on this site. Understand more about what truly contributes
to employee engagement and retention. Then, call for an individual discussion of your
organizations unique retention agenda.
Employee Retention
Nowadays, people are getting smarter. With various options available to them they can
shift their jobs very easily. The employee turnover rate is increasing. Thus, the employers
are always worried about retaining their valuable employees. Human resource is the most
vital resource for any organization. Organizations should practice the human resource
management principles of motivation, performance appraisal, training, rewards, etc. to
retain their valuable employees.

Efficient Recruiting
Organizations must select committed human resource. They can go for psychometric tests
such as personality tests, ability tests, etc to know more about the candidate. These tests

26

will help the recruiters to judge the candidate as an individual and his/her personality
traits that are likely to affect the job behaviours. The recruiters should select candidates
who are really interested in joining the organization. This can help the organization
reduce the employee turnover.
Compensation Package
Employees join or leave the organization for a good salary package. Organizations should
offer a handsome competitive salary package keeping in mind the industry standards. The
employees may be given other benefits, such as medical reimbursements, insurance
coverage, travel allowances, mobile allowances, companys vehicle, companys
accommodation, etc.
Training & Development
Employees should be provided with training whenever necessary. This can be on-job
training, a coaching or mentoring. They should be given opportunities to develop
themselves in the organization. For example, some organizations collaborate with
institutes/universities to offer on-line courses, degrees and diplomas to their employees.

Performance Appraisal
Organizations should keep a track of employees performance. There should be a
standardized process for measuring employees performance and providing them the
feedback. For the purpose, human resource management practices such as 360 feedback
etc. can be implemented. The feedback provided to employees helps them carry out selfevaluation and gives them a clear picture of their value to the organization.
Rewards
Employees who perform well should be rewarded. The appreciation can be in any form,
monetary or non-monetary. Managers can appreciate their performance orally or in

27

writing. Their salary can be increased; they may be provided incentives; they may be
promoted. If the employees are developing themselves well in the organization in all
respects (social status, knowledge, compensation packages, etc.) then they will not be
leaving the organization without any serious cause for complaint.
Social Treatment

Employers should treat the employees, as they would want themselves to be treated. They
should give credit to the employees wherever desired. All the objectives and outcomes
should be clearly explained to employees.
Authority & Delegation
The employees may be empowered and given authority to take their decisions
themselves. The level of control depends on the nature of work, organizational policies,
etc. Usually managers do not want to delegate the authority to their subordinates, but at
times it becomes very difficult for the employee to work without the authority to take
decisions on their own.
Successful organizations realize employee retention and talent management are integral
to sustaining their leadership and growth in the marketplace. Becoming an Employer of
Choice by retaining high-caliber employees in today's labor market should be the highest
priority.

28

To improve employee retention:

1. Open Communication: A culture of open communication enforces loyalty

among employees. Open communication tends to keep employees informed on
key issues. Most importantly, they need to know that their opinions matter and
that management is 100% interested in their input.
2. Employee Reward Program: A positive recognition for work boosts the
motivational levels of employees. Recognition can be made explicit by providing
awards like best employee of the month or punctuality award. Project based
recognition also has great significance. The award can be in terms of gifts or
money.
3. Career Development Program: Every individual is worried about his/her career.
He is always keen to know his career path in the company. Organizations can
offer various technical certification courses which will help employee in
enhancing his knowledge.

29

4. Performance Based Bonus: A provision of performance linked bonus can be

made wherein an employee is able to relate his performance with the company
profits and hence will work hard. This bonus should strictly be productivity based.
5. Recreation facilities: Recreational facilities help in keeping employees away
from stress factors. Various recreational programs should be arranged. They may
include taking employees to trips annually or bi-annually, celebrating
anniversaries, sports activities, et al.
6. Gifts at Some Occasions: Giving out some gifts at the time of one or two
festivals to the employees making them feel good and understand that the
management is concerned about them.

30

Retention Model Diagram

31

Employee Motivation, Recognition, Rewards, Retention

Employee motivation, positive employee morale, rewards and recognition are explored in
these resources.
Many workplaces celebrate annual holidays. Over time, as you celebrate annual holidays
in your workplace, you form traditions and give employees fodder for stories about their
workplace. These stories and the photos from the annual events help form the company
culture, the environment you provide for people at work. Employees like to celebrate
holidays in the workplace.
Working at Google sounds very cool. I'd be the first to tout Google as a motivating
employer: free food, fun ... Google and other top 100 employers provide best workplaces.
But, perks that enable employees to spend all their time at work exploit people and
destroy life balance. So, even the best employer may not be best for everyone. These are
the factors that will help you find happiness at work.
Employee Motivation every person has different reasons for working. The reasons for
working are as individual as the person. But, we all work because we obtain something
that we need from work. The something obtained from work impacts morale, employee
motivation, and the quality of life. To create positive employee motivation, treat
employees as if they matter - because employees matter. These ideas will help you fulfill
what people want from work and create employee motivation.
Inspirational Quotes for Business: Motivation
Motivation quotes are useful to help motivation and inspiration. These quotes about
employee motivation will help you create success in business, success in management
and success in life.

32

The Most Important Management Secrets

Your expectations of people and their expectations of themselves are the key factors in
how well people perform at work. Known as the Pygmalion Effect and the Galatea
Effect, respectively, the power of expectations cannot be overestimated. These are the
fundamental principles you can apply to performance expectations and performance
improvement at work. Learn more.
Celebrate Annual Holidays for Motivation and Team Building
Traditions are important in companies just as they are in families. And, nothing is more
important than the annual traditions work places establish around the celebration of
seasonal holidays. A holiday celebration builds positive morale which results in increased
employee motivation. Motivation contributes to team building and productivity.
Productive teams are responsible for your success.
Employee Motivation in a Time of Change
In today's turbulent, often chaotic, environment, commercial success depends on
employees using their full talents. Yet in spite of the myriad of available theories and
practices, managers often view employee motivation as something of a mystery. Learn
more about employee motivation and get a motivation checklist.
What People Want From Work: Employee Motivation
Some people work for love; others work for personal fulfillment. Others like to
accomplish goals or feel as if they contribute to something larger than themselves.
Whatever your personal motivation for working, the bottom line, however, is that almost
everyone works for money. Find out the latest thinking and research about what people
want from their work - employee motivation.

33

What Makes Employee Leave?

Employees do not leave an organization without any significant reason. There are certain
circumstances that lead to their leaving the organization. The most common reasons can
be:

Job is not what the employee expected to be: Sometimes the job responsibilities
dont come out to be same as expected by the candidates. Unexpected job
responsibilities lead to job dissatisfaction.

Job and person mismatch: A candidate may be fit to do a certain type of job
which matches his personality. If he is given a job which mismatches his
personality, then he wont be able to perform it well and will try to find out
reasons to leave the job.

No growth opportunities: No or less learning and growth opportunities in the

current job will make candidates job and career stagnant.

Lack of appreciation: If the work is not appreciated by the supervisor, the

employee feels de-motivated and loses interest in job.

Lack of trust and support in coworkers, seniors and management: Trust is the
most important factor that is required for an individual to stay in the job. Nonsupportive coworkers, seniors and management can make office environment
unfriendly and difficult to work in.

Stress from overwork and work life imbalance: Job stress can lead to work life
imbalance which ultimately many times lead to employee leaving the organization.

Compensation: Better compensation packages being offered by other companies

may attract employees towards themselves.

34

New job offer: An attractive job offer which an employee thinks is good for him
with respect to job responsibility, compensation, growth and learning etc. can lead
an employee to leave the organization.

Employee Retention Strategies

The basic practices which should be kept in mind in the employee retention strategies are:
1. Hire the right people in the first place.
2. Empower the employees: Give the employees the authority to get things done.
3. Make employees realize that they are the most valuable asset of the organization.
4. Have faith in them, trust them and respect them.
5. Provide them information and knowledge.
6. Keep providing them feedback on their performance.
7. Recognize and appreciate their achievements.
8. Keep their morale high.
9. Create an environment where the employees want to work and have fun.

35

These practices can be categorized in 3 levels: Low, medium and high level.

36

CHAPTER III

ORGANISATIONAL PROFILE

37

COMPANY PROFILE
Mumbai

Location
Corporate office

IIFL Centre, Lower Parel

IIFL House, Sun Infotech Park, Road No. 16V, Plot No. B-23,

Registered office
Year

Thane Industrial Area, Wagle Estate,Thane,Maharashtra 400604

of

incorporation
Industry

Financial Services
Credit & Finance, Wealth Management, Financial Product

Key businesses
Employees
Business locations
Global reach

debt

rating
Long

debt

rating
Domains
ISIN code
Bloomberg code
Reuters code

Distribution, Capital Market Related

14,000+
Around 4,000 locations in 900 cities and towns
Sri Lanka, Singapore, Dubai, New York, Mauritius, UK, Hong
Kong, Switzerland
NSE, BSE
17 May, 2005
Link Intime India Pvt. Ltd.

Listings
Listing date
Registrars
Short term
term

1995

CRISIL A1+ & ICRA (A1+)

ICRA(AA) & Brickwork BWR AA (Outlook: Stable).
www.indiainfoline.com,

www.iiflfinance.com,

www.ttweb.indiainfoline.com, www.flame.org.in
INE530B01024
IIFL IN EQUITY
IIFL.BO

It was originally incorporated on October 18, 1995 as Probity Research and service
Private Limited at Mumbai under the companies Act, 1956 with Registration no:
1193797.We commenced our operations as an independent

provider of information

analysis and research covering Indian businesses, financial market and economy, to
institutional customers.
We have a largely retail focussed model, servicing over 2 million customers, including
several lakh first-time customers for mutual funds, insurance and consumer credit. This
has been achieved due to our extensive distribution reach of close to 4,000 business

38

locations and also innovative methods like seminar sales and use of mobile vans for
marketing in smaller areas.
India info line was founded in 1995 by group of professionals with impeccable
educational qualification and professional credentials. Its intuitional investors include
Intel capital (worlds leading technology company), CDC (promoted by UK govt), ICICI,
TDA.
INDIA INFOLINE group offers the entire gamut of investment products including stock
broking, Commodities broking, Mutual Funds, Fixed Deposits, GOI Relief Bonds, Post
office saving and life insurance. India Infoline is the leading corporate agent of ICICI
Prudential Life Insurance Company, which is Indias No.1 private sector life insurance
company.
www.indiainfoline.com has been the only Indian website to have been listed by none
other Forbes in its Best of the Web survey of global website, not just once but three
times in a row and counting. A must read for investors in south Asia is how they choose
to describe India Infoline. It has been rated as No.1 in the category of Business News in
Asia by Alexia rating.
Stock and commodities broking is offered under the trade name 5paisa. India Infoline
Commodities Pvt. Ltd. A wholly owned subsidiary of India Infoline Ltd., holds member
ship of MCX. Com It has servicing over 2 million customers. In 2013, our subsidiary,
India Infoline Insurance services Limited became a corporate agent for ICICI Prudential
Life Insurance Company Limited. And emerged as one of the leading corporate agent for
ICICI Prudential Life Insurance Company Limited.
In the year 2004, company launched commodities broking through our subsidiary India
Infoline commodities private Ltd.

39

(Over View of the company)

The IIFL (India Infoline) group, comprising the holding company, India Infoline Ltd
(NSE: INDIAINFO, BSE: 532636) and its subsidiaries, is one of Indias premier
providers of financial services.
IIFL offers advice and execution platform for the entire range of financial services
covering products ranging from Equities and derivatives, Commodities, Wealth
management, Asset management, Insurance, Fixed deposits, Loans, Investment Banking,
Gold bonds and other small savings instruments.
We have a presence in:
Equities our core offering, gives us a leading market share in both retail and institutional
segments. Over a million retail customers rely on our research, as do leading FIIs and
MFs that invest billions.
Private Wealth Management services cater to over 2500 families who have trusted us
with close to Rs 25,000 crores ($ 5bn) of assets for advice.
Investment Banking services are for corporates looking to raise capital. Our forte is
Equity Capital Markets, where we have executed several marquee transactions.
Credit & Finance focuses on secured mortgages and consumer loans. Our high quality
loan book of over Rs. 6,200 crores ($ 1.2bn) is backed by strong capital adequacy of
approximately 20%.
IIFL Mutual Fund made an impressive beginning in FY12, with lowest charge Nifty
ETF. Other products include Fixed Maturity Plans.
Life Insurance, Pension and other Financial Products, on open architecture complete
our product suite to help customers build a balanced portfolio.
IIFL has received membership of the Colombo Stock Exchange becoming the first
foreign broker to enter Sri Lanka. IIFL owns and manages the website,
www.indiainfoline.com, which is one of Indias leading online destinations for personal
finance, stock markets, economy and business. IIFL has been awarded the Best Broker,
India by FinanceAsia and the Most improved brokerage, India in the AsiaMoney

40

polls. India Infoline was also adjudged as Fastest Growing Equity Broking House Large firms by Dun & Bradstreet. A forerunner in the field of equity research, IIFLs
research is acknowledged by none other than Forbes as Best of the Web and a must
read for investors in Asia.
Our research is available not just over the Internet but also on international wire services
like Bloomberg, Thomson First Call and Internet Securities besides others where it is
amongst one of the most read Indian brokers.
IIFL is a listed company with a consolidated group networth of about Rs 1,800 crores.
The income and net profit during FY2010-11 were Rs. 14.7 bn and Rs. 2.1 bn
respectively.
The Group has a consistent and uninterrupted track record of profits and dividends since
its listing in 2005. The company is listed on both Exchanges and also trades in the
derivatives segment.
IIFLs Crisil and ICRA Rating for short term is top rated as CRISIL A1+ and ICRA (A1+)
respectively. For long term, IIFL has been rated ICRA(AA-) by ICRA and CRISIL
AA-/Stable by CRISIL indicating high degree of safety for timely servicing of financial
obligations.
IIFL is near you physically: we are present in every nook and cranny of the country, with
over 3,000 business locations across 500 cities in India. You can reach us in a variety of
ways, online, over the phone and through our branches. All our offices are connected with
the corporate office in Mumbai with cutting edge networking technology. The group
caters to a customer base of about a million customers.
Our physical presence in key global markets includes subsidiaries in Colombo, Dubai,
New York, Mauritius, London, Singapore and Hong Kong.
At present company has a network of 73 branches across 36 cities in India we plan to set
up 77 additional branches in 50 cities across India for our different business including
broking insurance, Commodities and distribution of mutual funds other investment
product.

41

Vision

To become the most respected company in the financial services space in India

Values

Values are IIFL are summarised in one acronym: GIFTS

Growth with focused team of dynamic professionals

Integrity in all aspects of business no compromise in any situation

Fairness in all our dealings employees, customers, vendors and shareholders all
included

Transparency in what we do and in how and why we do it

Service orientation is our core value, imbibed by all sales as well as support teams

42

Promoters (Hint :- CEO, Directors)

Board Of Directors
Mr. Nirmal Jain
Chairman
Mr. R. Venkataraman
Managing Director
Mr. Nilesh Vikamsey
Independent Director
Mr. Kranti Sinha
Independent Director
Mr. A. K. Purwar
Independent Director
Sunil Kaul
Independent Director
Core Management Team
Bharat Parajia
MD, IIFL (Asia) Pte Ltd.
Pratima Ram
CEO, Credit & Finance
Karan Bhagat
MD, IIFL Wealth Management Ltd.
H. Nemkumar
President, Institutional Equities
Aniruddha Dange
President, Institutional Equities
Vasudev Jagannath
President, Institutional Equities
Nipun Goel
President, Investment Banking
Mukesh Kumar Singh
President, Insurance
Prasanth Prabhakaran
President, Retail Broking
R. Mohan
Chief Compliance Officer
Narendra Jain
Chief Operating Officer
Pallab Mukherji
President, Human Resource
Sankarson Banerjee
Chief Information Officer

43

IIFL (India Infoline Ltd) - Corporate Structure

FACT SHEET (MILESTONES)

History And Milestones
2011
Launched IIFL Mutual Fund.
2010
Received in-principle approval for membership of the Singapore Stock Exchange
Received membership of the Colombo Stock Exchange
2009
Acquired registration for Housing Finance
SEBI in-principle approval for Mutual Fund
Obtained Venture Capital license
2008
Launched IIFL Wealth
Transitioned to insurance broking model

44

2007
Commenced institutional equities business under IIFL
Formed Singapore subsidiary, IIFL (Asia) Pte Ltd
2006
Acquired membership of DGCX
Commenced the lending business
2005
Maiden IPO and listed on NSE, BSE
2004
Acquired commodities broking license
Launched Portfolio Management Service
2003
Launched proprietary trading platform Trader Terminal for retail customers
2000
Launched online trading through www.5paisa.com Started distribution of life insurance
and mutual fund
1999
Launched www.indiainfoline.com
1997
Launched research products of leading Indian companies, key sectors and the economy
Client included leading FIIs, banks and companies.
1995
Commenced operations as an Equity Research firm

Awards & Recognition

Best Customer Service in Financial Services, 2013 - Retailer Customer Service Awards
Best Commodities Investment, 2012 Euro Money
Top Performer, Equity (FI Category), 2012 BSE
Best Broking House with Global Presence, 2011 & 2012 D&B
45

No. 1 in Fixed Income Portfolio Management in India, 2012 Euro Money

- Awarded "The Best Wealth Management House" in india.
- Forbes rates www.indiainfoline.com as the "Best of the Web" and recommends "...must
read for investors"
- Awarded "Most Improved brokerage" in india by AsiaMoney as a part of its survey of
brokerages in countries across Asia for 2008
- Awarded "Best Broker-India" by FiananceAsia as a part of its survey of financial
services firms across Asia for 2008.

Product & Services

We are a one-stop financial services shop, most respected for quality of its advice,
personalized service and cutting-edge technology.
Equities
IIFL is a member of BSE and NSE registered with NSDL and CDSL as a depository
participant and provides broking services in the cash, derivatives and currency segments,
online and offline. IIFL is a dominant player in the retail as well as institutional segments
of the market. It recently became the first Indian broker to get a membership of the
Colombo Stock Exchange and is also the first Indian broker to have received an inprinciple approval for membership of the Singapore Stock Exchange. IIFLs Trader
Terminal, its proprietary trading platform, is widely acknowledged as one of the best
available for retail investors. Investors opt for IIFL given its unique combination of
superior Service, cutting-edge proprietary Technology, Advice powered by worldacclaimed research and its unparalleled Reach owing to its over 2500 business locations
across over 500 cities in India.
IIFL received the BQ1 broker grading (highest grading) from CRISIL. The assigned
grading reflects an effective external interface, robust systems framework and strong risk
management. The grading also reflects IIFLs healthy regulatory compliance track record
and adequate credit risk profile.

46

IIFLs analyst team won Zee Business Indias best market analysts awards 2009 for
being the best in the Oil and Gas and Commodities sectors and a finalist in the Banking
and IT sectors.
IIFL has rapidly emerged as one of the premier institutional equities houses in India with
a team of over 25 research analysts, a full-fledged sales and trading team coupled with an
experienced investment banking team.
The Institutional equities business conducted a very successful Enterprising India global
investors conference in Mumbai in March 2010, which was attended by funds with
aggregate AUM over US$5 trillion and CEOs and other executives representing
corporates with a combined market capitalization of over US$500 billion. The Discover
Sri Lanka global investors conference, held in Colombo in July 2010, was attended by
more than 50 leading global and major local investors and 25 Sri Lankan corporates,
along with senior Government officials.
Contact Us for Retail broking
Email: info@5pmail.com
Tel: +91-44- 40071000
Contact Us for Institutional Equities
Email: info@iiflcap.com
Tel: +91-22-46464600
Website: http://www.iiflcap.com
Commodities
IIFL offers commodities trading to its customers vide its membership of the MCX and the
NCDEX. Our domain knowledge and data based on in depth research of complex
paradigms of commodity kinetics, offers our customers a unique insight into behavioral
patterns of these markets. Our customers are ideally positioned to make informed
investment decisions with a high probability of success.
Contact Us for Commodities
Email: comm@indiainfoline.com
Tel: +91-22-40077105

47

India Infoline Commodities Ltd

143, MGR Road, Perungudi,
Chennai, Tamil Nadu - 600 096
Credit and finance
IIFL offers a wide array of secured loan products. Currently, secured loans (mortgage
loans, margin funding, loans against shares) comprise 94% of the loan book. The
Company has discontinued its unsecured products. It has robust credit processes and
collections mechanism resulting in overall NPAs of less than 1%. The Company has
deployed proprietary loan-processing software to enable stringent credit checks while
ensuring fast application processing. Recently the company has also launched Loans
against Gold.
Contact Us for Loans
Email: reach@moneylineindia.com
Tel: +91-22- 28710625
Insurance
IIFL entered the insurance distribution business in 2000 as ICICI Prudential Life
Insurance Co. Ltds corporate agent. Later, it became an Insurance broker in October
2008 in line with its strategy to have an open architecture model. The Company now
distributes products of major insurance companies through its subsidiary India Infoline
Insurance Brokers Ltd. Customers can choose from a wide bouquet of products from
several insurance companies including Max New York Life Insurance, MetLife, Reliance
Life Insurance, Bajaj Allianz Life, Birla Sunlife, Life Insurance Corporation, Kotak Life
Insurance and others.
Wealth Management Service
IIFL offers private wealth advisory services to high-net-worth individuals (HNI) and
corporate clients under the IIFL Private Wealth brand. IIFL Private Wealth is managed
by a qualified team of MBAs from IIMs and premier institutes with relevant industry
experience. The team advises clients across asset classes like sovereign and quasisovereign debt, corporate and collateralised debt, direct equity, ETFs and mutual funds,
third party PMS, derivative strategies, real estate and private equity. It has developed
innovative products structured on the fixed income side.

48

It also has tied up with Interactive Brokers LLC to strengthen its execution platform and
provide investors with a global investment platform.
Contact Us for Wealth Management Services
Email: acquisitions@iiflw.com
Tel: +91-22-3958 5704 / +91 9004094893
Investment Banking
IIFLs investment banking division was launched in 2006. The business leverages upon
its strength of research and placement capabilities of the institutional and retail sales
teams. Our experienced investment banking team possesses the skill-set to manage all
kinds of investment banking transactions. Our close interaction with investors as well as
corporates helps us understand and offer tailor-made solutions to fulfill requirements.
The Company possesses strong placement capabilities across institutional, HNI and retail
investors. This makes it possible for the team to place large issues with marquee
investors.
In FY10, the team advised and managed more than 10 transactions including four IPOs
and four Qualified Institutions Placements
Contact Us for Investment Banking
Email: info.ib@iiflcap.com
Tel: +91-22-4646 4600

49

Latest Financial Information (Hint :- How the company is perfuming in the recent
years) - IT IS NOT COMPULSORY

50

BROKERAGE SERVICES
Online Brokerage: We offer subscribers real time trading on the NSE and BSE Apart
from this we also offer commodities
Trading on the MCX and NCDEX. Customer can directly place orders to buy and sell
securities through our automated order processing system.
Offline Brokerage: We began offering offline brokerage service as a back upto our
online brokerage offering through our branches. This was mainly to address the internet
access problem faced by some of our retail customers.
Competition
Broking: we face competition from small retail distributors (traditional)
and pan India brokers like Kotak Securities Ltd
S.S Kantilal Ishwarlal securities Ltd, India bulls Securities Ltd,
ICICI Web Trade limited, Geojit, financial Services Ltd etc.
Distribution: we face competition from small retail distributors (typically single outlet
unorganized units), brokers who have a distribution set, old and established distribution
companies like blue chip Corporate Investment Center Limited, Bajaj Capital Ltd, Karvy
Securities Ltd, and banks including their PMS and Wealth Management desks.
Our strength: our strengths are our contents and research online technology and
customers services.
COMPETITORS OF TARNAKA BRANCH

Share khan

SBI

Religare

Indian bulls

Karvy.

51

CHAPTER-IV

DATA ANALYSIS
AND
INTERPRETATION

52

I. Why have you chosen to remain employed with the IIFL?

A. Career advancement opportunities
B. Challenging work
C. Salary
D. Employee benefits
S. No
A
B
C
D

OPTIONS
Career advancement opportunities
Challenging work
Salary
Employee benefits
TOTAL

RESPONSES
38
18
16
8
80

PERCENTAGE
48%
23%
20%
10%
100

INTERPRETATION
From the above table it is interpreted that 48% of the employees responded that they have
been provided with career advancement opportunities, 23% respondents said that they
have been provided with challenging work, 20% of the employees said that are fairly and
equal justice was given in the remuneration provided, 10% of the respondents were
satisfied with the benefits of the organization.

53

II. Please rate the following items regarding your employment with the IIFL?
1. Positive work environment (relationships, values and culture)
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
S. No
A
B
C
D
E

OPTIONS
Excellent
Good
Average
Poor
Very poor
TOTAL

RESPONSES
46
29
4
1
0
80

PERCENTAGE
58%
36%
5%
01%
0%
100

INTERPRETATION
From the above table, it is confined that 58% of the respondents said that there is
healthier working environment (relationships, values and culture) existed. 36% of the
employees said that the working conditions of the organization are average. These
employees have to be given proper guidance and have to be encouraged by the superiors.

54

2. Equitable compensation
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
S. No
A
B
C
D
E

OPTIONS
Excellent
Good
Average
Poor
Very poor
TOTAL

RESPONSES
28
28
14
10
0
80

PERCENTAGE
35%
35%
18%
13%

0%
100

INTERPRETATION
From the above table, it is interpreted that 78% of the respondents fully satisfied with
their compensation. 20% of the respondents are said that equitable compensation is
average. These employees have to be given fair compensation to their work.

55

3. Appropriate balance of work/life issues

a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
S. No
A
B
C
D
E

OPTIONS
Excellent
Good
Average
Poor
Very poor
TOTAL

RESPONSES
8
46
20
6
0
120

PERCENTAGE
10%
58%
25%
8%

0%
100

INTERPRETATION
From the above table, it is confined that 10% of respondents said that Excellent, 58%
respondents said that good, 25% of respondents said that average in balance of work/life
issues. 8% of respondents hadnt satisfied. So that organization needs to provide
appropriate balance of work.

56

4. Flexibility in work schedule/telecommuting

a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
S. No
A
B
C
D
E

OPTIONS
Excellent
Good
Average
Poor
Very poor
TOTAL

RESPONSES
28
40
6
6
0
80

PERCENTAGE
35%
50%
8%
8%
0%

100

INTERPRETATION
Form the above table, it is observed that 50% of the respondents are satisfied with their
flexible work schedule. 8% of respondents are not satisfied. These employees have to be
given proper guidance and have to be encouraged by the management.

57

5. Training/educational opportunities
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
S. No
A
B
C
D
E

OPTIONS
Excellent
Good
Average
Poor
Very poor
TOTAL

RESPONSES
30
28
18
4
0
120

PERCENTAGE
38%
35%
23%
5%

0%
100

INTERPRETATION
From the above table, 35% of respondents said that excellent, 38% of respondents said
that good, 23% of respondents said that average on training opportunities.
respondents were satisfied with their training opportunities given by the organization.

58

All

6. On-the-job training and developmental experiences

a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
S. No
A
B
C
D
E

OPTIONS
Excellent
Good
Average
Poor
Very poor
TOTAL

RESPONSES
28
18
34
0
0
80

PERCENTAGE
35%
23%
43%
0%
0%
100

INTERPRETATION
From the above table, 35% of respondents said that excellent, 23% of respondents said
that good, 43% of respondents said that average on On-the-job training and development.
So finally all of the respondents satisfied with their On-the-job training and development.

59

7. Opportunities for advancement

a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
S. No
A
B
C
D
E

OPTIONS
Excellent
Good
Average
Poor
Very poor
TOTAL

RESPONSES
22
33
25
0
0
80

PERCENTAGE
28%
41%
31%
0%
0%
100

INTERPRETATION
From the above table, 28% of respondents said that excellent, 41% of respondents said
that good, 31% of respondents said that average on Opportunities for advancement.
Organization need to provide career advancement opportunities to employees.

60

8. Appropriate resources and equipment to perform the job

a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
S. No
A
B
C
D
E

OPTIONS
Excellent
Good
Average
Poor
Very poor
TOTAL

RESPONSES
18
18
38
6
0
120

PERCENTAGE
23%
23%
48%
8%
0%
100

INTERPRETATION
From the above table, 23% of respondents said that excellent, 40% of respondents said
that good, 32% of respondents said that average on Appropriate resources and equipment
to perform the job. 5% of respondents did not satisfy. Organization need to provide
appropriate resources in work environment.

61

II. Please rate the following statements regarding supervision received:

1. Sets clear goals/performance expectations
a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
66
14
0
80

PERCENTAGE
82%
18%
0%
100

INTERPRETATION

From the above table, 82% of responded always, 18% of responded rarely they set clear
goals/performance expectations. Organization should facilitate an opportunity in taking
employees expectations into consideration.

62

2. Distributes workload equitably

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
34
46
0
80

PERCENTAGE
43%
58%
0%
100

INTERPRETATION
From the above table, 43% of responded always, 58% of responded sometimes on
distribution of workload.

63

3. Provides information needed to perform job

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
72
28
0
80

PERCENTAGE
65%
35%
0%
100

INTERPRETATION
From the above table, 65% of responded always, 35% of responded sometimes on
information provided by management.

64

4. Recognizes employees for their achievements

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
53
27
0
80

PERCENTAGE
67%
33%
0%
100

INTERPRETATION
From the above table, 67% of responded always, 33% of responded sometimes on
recognizing the employees by management for their achievement.

65

5. Welcomes suggestions and encourages feedback

a) Always
b) Sometimes
c) Never

S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
48
32
0
80

PERCENTAGE
60%
40%
0%
100

INTERPRETATION

From the above table, 60% of responded always, 40% of responded sometimes on
Welcomes suggestions and encourages feedback of employees.

66

6. Is accessible/approachable
a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
29
44
7
80

PERCENTAGE
36%
55%
9%
100

INTERPRETATION
From the above table, 36% of responded always, 55% of responded sometimes on
accessible/approachable supervision by management. 9% of respondents not satisfied.
Organization need to adopt motivational aspects to satisfy maximum employees.

67

7. Addresses problems promptly

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
49
31
0
80

PERCENTAGE
61%
39%
0%
100

INTERPRETATION
From the above table, 61% of responded always, 39% of responded sometimes on
Addressing the problems promptly.

68

8. Is trustworthy
a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
44
13
23
80

PERCENTAGE
55%
16%
29%
100

INTERPRETATION
From the above table, 55% of responded always, 18% of responded sometimes on
trustworthy of management. 29% of respondents not satisfied. Management should
maintain co-ordination with employees leads to increase the trustworthiness among
employees.

69

4. Please rate the following statements regarding the leadership to the IIFL?
1. Sets clear goals/objectives for the organization
a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
48
32
0
80

PERCENTAGE
60%
40%
0%
100

INTERPRETATION
From the above table, 60% of responded always, 40% of responded sometimes on
Setting the clear goals/objectives for the organization.

70

2. Encourages cooperation and teamwork among staff

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS

RESPONSES

Always
Sometimes
Never
TOTAL

80
40
0
80

PERCENTAGE
75%
25%
0%
100

INTERPRETATION
From the above table, 75% of responded always, 25% of responded sometimes on
cooperation and teamwork among staff.

71

3. Values employee contributions

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS
Always
Sometimes
Never
TOTAL

RESPONSES
47
43
0
80

PERCENTAGE
59%
41%
0%
100

INTERPRETATION
From the above table, 59% of responded always, 41% of responded sometimes on
employee contributions

72

4. Makes an effort to hear employee concerns

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS

RESPONSES

Always
Sometimes
Never
TOTAL

23
71
0
80

PERCENTAGE
29%
71%
0%
100

INTERPRETATION
From the above table, 29% of responded always, 71% of responded sometimes on
an effort to hear employee concerns.

73

5. Is responsive to known employee concerns

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS

RESPONSES

Always
Sometimes
Never
TOTAL

63
17
0
80

PERCENTAGE
79%
21%
0%
100

INTERPRETATION
From the above table, 79% of responded always, 21% of responded sometimes on
responsive to known employee concerns.

74

6. Encourages open communication

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS

RESPONSES

Always
Sometimes
Never
TOTAL

25
95
0
120

PERCENTAGE
6%
94%
0%
100

INTERPRETATION
From the above table, 6% of responded always, 94% of responded sometimes on
encouraging open communication

75

7. Treats employees with respect

a) Always
b) Sometimes
c) Never
S. No
1
2
3

OPTIONS

RESPONSES

Always
Sometimes
Never
TOTAL

62
18
0
80

PERCENTAGE
78%
22%
0%
100

INTERPRETATION
From the above table, 78% of responded always, 22% of responded that they are rarely
treated with respect.

76

8. Would you recommend the job to your friend at IIFL?

a) Yes-70%
b) No-30%

INTERPRETATION

From the above table, 70% of respondents were able to recommend their friends for do a
job at IIFL. 30% of respondents were not interested to recommend.

77

9. If you left the job would you live rejoin of this company?
a) Yes-57%
b) No-43%

INTERPRETATION
From the above table, 57% of respondents were willing to rejoin in the IIFL. 43% of
respondents were not interested to rejoin.

78

CHAPTER - V
FINDINGS, SUGGESTIONS
AND
CONCLUSION

79

FINDINGS:

From the above Analysis it is interpreted that 29% of the employees responded
that they have been provided with career advancement opportunities, 18%

respondents said that they have been provided with challenging work,
From the above Analysis, it is confined that 58% of the respondents said that there
is healthier working environment (relationships, values and culture) existed. 36%

of the employees said that the working conditions of the organization are average.
From the above Analysis, it is interpreted that 78% of the respondents fully
satisfied with their compensation. 20% of the respondents are said that equi

Analysis compensation is average.

From the above Analysis, it is confined that 10% of respondents said that
Excellent, 58% respondents said that good, 25% of respondents said that average

in balance of work/life issues.

Form the above Analysis, it is observed that 50% of the respondents are satisfied

with their flexible work schedule. 8% of respondents are not satisfied.

From the above Analysis, 35% of respondents said that excellent, 38% of
respondents said that good, 23% of respondents said that average on training

opportunities
From the above Analysis, 35% of respondents said that excellent, 23% of
respondents said that good, 43% of respondents said that average on On-the-job

training and development

From the above Analysis, 28% of respondents said that excellent, 41% of
respondents said that good, 31% of respondents said that average on

Opportunities for advancement.

From the above Analysis, 23% of respondents said that excellent, 40% of
respondents said that good, 32% of respondents said that average on Appropriate
resources and equipment to perform the job. 5% of respondents did not satisfy.

80

SUGGESTIONS:

Employees have to be given proper guidance and have to be encouraged by the

management.

Organization need to provide appropriate balance of work.

Organization need to provide training opportunities to employees.

Organization need to provide career advancement opportunities to employees.

Organization need to provide appropriate resources in work environment.

Organization should facilitate an opportunity in taking employees expectations

into consideration.

To recognize the employees by management for their achievements.

Management need to adopt motivational aspects to satisfy maximum employees.

81

Conclusion:

The organization has to facilitate the employees with better

challenging work so that they can retain them in their organization.

By careful planning and implementation of motivational and

personality development programmes the organization can retain
valuable employees.

In organization every recruiter and manager should be concerned with

retention from the start of any recruiting program.

Hiring top-performing and enthusiastic employees requires a certain

knack. But keeping those employees in an art.

Making the new employee aware that the intention is to keep them as
long as possible encourages the employee in committing to long term
goals and planning within the organization.

82

BIBLIOGRAPHY
Personal and human resource management
Himalaya publishing house

P. SUBBA RAO

Human resource and personal management

-

K. ASWATHAPPA

Human resource management

- Mirza s saiyadain
Human resource management
-Dassler

www.citehr.com
www.google.com
www.ask.com

ANNEXURE
83

QUESTIONNAIRE
Name:
Designation:

Qualification:

________________________________________________________________

WHY have you chosen to remain employed with the IIFL?

Career advancement opportunities
Challenging work
Salary
Employee benefits
Less travel
Supervision/management
Other __________________________________

PLEASE rate the following items regarding your employment with the
IIFL?
Excellent

Good

Fair

Poor

Positive work environment (relationships, values and culture)

Equitable compensation
Appropriate balance of work/life issues
Flexibility in work schedule/telecommuting
Training/educational opportunities
On-the-job training and developmental experiences
Opportunities for advancement
Appropriate resources and equipment to perform the job

PLEASE rate the following statements regarding supervision

received:

Always
Sets clear goals/performance expectations

84

Usually

Sometimes

Never

Distributes workload equitably

Provides information needed to perform job
Recognizes employees for their achievements
Welcomes suggestions and encourages feedback
Is accessible/approachable
Addresses problems promptly
Is trustworthy

PLEASE rate the following statements regarding the leadership of the

IIFL?
Always

Usually

Sometimes

Sets clear goals/objectives for the organization

Encourages cooperation and teamwork among staff
Values employee contributions
Makes an effort to hear employee concerns
Is responsive to known employee concerns
Encourages open communication
Treats employees with respect

WHAT do you enjoy most about working with the IIFL?

WHAT has been your greatest challenge working here?

WOULD you recommend the job to your friend at IIFL?

Yes
No

IF you left the job would you live rejoin IIFL?

Yes
No

85

Never