Homework Title / No.

: 2 Course Code: MGT801

Course Instructor: Dr.Subhendu Datta Course Tutor (if applicable):

Date of Allotment: 04-oct-2010 Date of submission: 15-oct-2010

Student’s Roll No.RQ3001A04 Section No. : _________________________

Declaration:

I declare that this assignment is my individual work. I have not copied from any other student’s work
or from any other source except where due acknowledgment is made explicitly in the text, nor has any
part been written for me by another person.

Student’s Signature: Dolly Mehta

Evaluator’s comments:
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 PROBLEMS OF HIGH RETENTION RATES IN IT
COMPANIES

(I)

INTRODUCTION
Once a firm manages to find and hire a top employee, retention becomes the
key issue. This is most important in the IT industry, where the majority of
India’s job hoppers are employed. The famed International Technology Park in
Bangalore, which boasts self-contained power facilities, modern gymnasiums,
food courts and other amenities, is indicative of what it takes to retain IT
professionals. In a country where thousands of villages are without electricity or
telephones, India’s technology parks stand out as bastions of unexpected
affluence.

The most favoured employers will make a significant investment in training

their employees. Although some might contend that training simply makes the
employees more saleable, it is equally likely to breed employee loyalty. This is
especially true in the IT sector, where skills quickly become dated and
employees need constant retraining in order to remain current. Indeed, a
Business Today / Hewitt Associates study rated Infosys, a company that puts all
of its junior employees through a three-month training program, the most
favoured employer in India. All good companies provide other facets of
employee development, including skills upgrade training and personal
development programs on a regular, on-going basis.

In addition, maintaining job satisfaction through variation of duties is important

to ensure that employees don’t simply leave out of boredom. New Delhi-based
Hughes software, for example, has initiated an internal placement program that
helps employees to move between departments and projects within the
company. Although this has caused some logistical problems, as some projects
lose valued personnel, the cost to the company may well be lower than losing
the employee to a competitor.

(II)
Problem Statement
Retention of key employees is critical to the long term health and successful
of any organisation. Replacing employees costs money –recruiting
employees consumes a great deal of time and effort much of it futile.

(III)

OBJECTIVES
1. To study reason for employees shifting from one place to another.

2. To study the retention techniques followed by IT companies.

3. To study the factors which prevent high retention in IT companies.

(IV)

HYPOTHESIS

There are high retention rates in IT companies.

(V)
METHODOLOGY
 Data collected is primary as well as secondary data. In Primary Data
survey through questionnaire will be use. In Secondary Data research
papers, articles, internet, etc.

(VI)
REVIEW OF LITERATURE

Taylor and Bain (___) has concluded that in recent years prominent companies
have migrated call centre services to India provoking much-publicized fears for
the future of UK employment. This article challenges the widely-held
assumption that offshoring voice services were a seamless undertaking,
principally through an investigation of the Indian call centre labour process.
This enquiry was informed initially by an analysis of the political-economic
factors driving off shoring and shaping the forms of work organization to had
emerged in India. A critical review of literature on call centre work organization
provides a conceptual framework, through which Indian developments were
analysed. Data comes from fieldwork conducted in India and a complete audit
of the Scottish industry, through which UK trends were evaluated. Author
concluded that the Indian industry reproduces in exaggerated and culturally-
distinctive forms, a labour process that has proved problematical for employers
and employees alike in the UK and elsewhere.

Ng and Mitter(__) has concluded that the experiences of women workers in the
emerging Information Technology Enabled Services sector (ITES), in particular
those working in call centres representing customer care services for both
national and globally–outsourced business entities. Although the Malaysian and
Indian cases were not entirely comparable, the case studies give a certain insight
into the changes in the lives and career patterns of women in the developing
world. The article contributes to the debates about whether these novel
institutions replicate the experience of the runaway manufacturing firms in the
export–oriented sector of the 1980s. By producing new empirical data and
privileging the voices of women workers themselves, the article discusses
whether there is a devaluing of women's work and skills or whether women
workers have gained through these new employment opportunities, empowering
themselves in the process. Author concluded that the future prospects for this
type of work in developing countries need more state attention, in the context of
the potential in formalization of these jobs and trade pro–tectonics from the
West, particularly in the case of offshore locations.

(VII)

CHAPTER SCHEME

I. Introduction
II. Concepts and Theoretical framework
III. Employees Shifting From One Place To Another
IV. Retention Techniques

(VIII)
CONCLUSION

When organisation implement the “three R’S”approach then

organisation will reduce turnover and enjoy increased productivity,
reduce absenteeism, a more pleasant work environment (both
organisation and employees) then it will be increase the profits.

REFRENCE
Cecilia Ng, Women's Development Collective, 44 Jalan Kajang Satu,
Taman Sri Kajang, Selangor, Malaysia.

Swasti Mitter, International Consultant on ICTs and Gender, 16

Hawks well Gardens, OX2 7EX, UK.
Taylor University of Stirling, UK.

Bain University of Strathclyde, UK.