Description
Research takes place at Validity Biometric Sensors India Private Limited to know about the Retention strategies used by them to retain their employees.
Effectiveness of Retention Strategies
Validity Biometric Sensors
DECLARATION
I SASANK BANDARUPALLI of Amity Global Business School, Hyderabad hereby declare that this thesis entitled as Effectiveness of Retention Strategies has been compiled by me as an individual doing towards the partial fulfillment of MASTER IN BUSINESS
ADMINISTRATION for the academic year 2011-2013. I have not submitted this report in any other university or institution as such for the award of my degree.
Place
Date:
Sasank Bandarupalli
Effectiveness of Retention Strategies
Validity Biometric Sensors
BONAFIDE CERTIFICATE
This is to certify that this thesis report titled ?EFFECTIVENESS OF RETENTION STRATEGIES? is the bonafide work of MR. SASANK BANDARUPALLI who carried out the project under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other thesis report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.
Mr. B.V. Subba Rao Company Guide
Effectiveness of Retention Strategies
Validity Biometric Sensors
BONAFIDE CERTIFICATE
This is to certify that this thesis report titled ?EFFECTIVENESS OF RETENTION STRATEGIES? is the bonafide work of MR. SASANK BANDARUPALLI who carried out the project under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other thesis report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.
Prof. Latha Chakravarthi Faculty Guide
Effectiveness of Retention Strategies
Validity Biometric Sensors
ACKNOWLEDGEMENT
I would like to express my sincere thanks to all those who gave me the opportunity to complete this thesis and for providing this necessary support to improve my practical knowledge.
I wish to express my deep sense of gratitude and indebtedness to Mr. Rajani Kanth, Director, Validity Biometric Sensors India Private Limited and to Mr. Tirumala Rao, Office Manager, 3M Hyderabad giving an opportunity to complete my summer internship programme (SIP).
I express my sincere gratitude to my company guide and mentor, Mr. Subba Rao, Human Resource manager, Validity Biometric Sensors India Private Limited and Mr. Netaji Rao, Lead Software Engineer, 3M Hyderabad for their encouragement, support and valuable guidance throughout the project duration. In spite of being caught with unending engagements in office, they kept me motivating to try best at all times.
I would also like to thank my faculty guide, Prof. Latha Chakravarthi (Sr. Faculty, HR, OB & Soft skills, Amity Global Business School), for providing me with their constant support and guidance all through the SIP.
A special thanks to all the Validity Biometric Sensors India Private Limited and 3M Hyderabad employees who made the SIP a memorable learning experience.
Effectiveness of Retention Strategies
Validity Biometric Sensors
INDEX
Particulars Executive Summary Chapter – I 1.1 Introduction 1.2 Need for study 1.3 Objective 1.4 Scope of Study 1.5 Limitations 1.6 Company profile Chapter – II 2.1 Review of Literature Chapter – III 3.1 Hypothesis Chapter – IV 4.1 Research Methodology Chapter – V 5.1 Questionnaire for the research 5.2 Data analysis Chapter – VI 6.1 Findings 6.2 Recommendations 6.3 Conclusion 6.4 Case study 6.5 Article 6.6 Bibliography 78 85 86 87 89 92 33 37 29 27 20 01 02 03 04 05 06 Page numbers
Effectiveness of Retention Strategies
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Executive Summary
The retention of knowledge worker has become extremely critical for the success of a business organization in the present scenario especially in the service sector with lot of people interface. HR department has to play a key role in designing the policies, practices and strategies, which can enable an organization to retain the human resources contributing significantly to the business. The present study examines the phenomenon of Effectiveness on Employee Retention in the Validity Biometric Sensors India Private Limited and 3M Hyderabad in the City of Hyderabad, Andhra Pradesh in order to develop appropriate strategies, which can help the organizations in this sector to retain their valuable talent. The major objectives of the research are to study the employee retention strategies followed in the Validity Biometric Sensors India Private Limited and 3M Hyderabad in the City of Hyderabad, extent of employee attrition prevalent, organization related factors in determining employee retention, relationship between salary received to employees and employee retention, relationship between training given to employees and employee retention, relationship between benefits offered by organization to employees and employee retention and relationship between job security and employee retention. The sample size is 72 (53 respondents from Validity Biometric Sensors and 19 respondents from 3M Hyderabad. The Chi square test and weighted average test are used for evaluation of the data.
The results of the project have been an outcome of a detailed analysis of primary data collected through a survey conducted in the Hyderabad city. The project required me to design questionnaires and conduct a primary survey. The data gathered from the primary survey was coded in a statistical tool called as Statistical Package for Social Science (SPSS) for analysis and to find various strategies used by Validity Biometric Sensors India Private Limited and 3M Hyderabad to retain their employees . From the research study it was concluded that Training and Development was the best retention strategy at Validity Biometric Sensors India Private Limited and appraisal system was the best retention strategy in 3M Hyderabad. The Project helped me enhance my knowledge on the different strategies to retain the employees in an organization. Human Resource concepts learnt i n the classroom were implemented in a real life environment.
Effectiveness of Retention Strategies
Validity Biometric Sensors
CHAPTER- I
Effectiveness of Retention Strategies
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1.1 INTRODUCTION
Employee turnover is one of the largest though widely unknown costs an organization faces. While companies routinely keep track of various costs such as supplies and payroll, few take into consideration how much employee turnover will cost them: Ernst & Young estimates it costs approximately $120,000 to replace 10 professionals. According to research done by Sibson &Company, to recoup the cost of losing just one employee a fast food restaurant must sell 7,613 combo meals at $2.50 each. Employee turnover costs companies 30 to 50% of the annual salary of entry-level employees, 150% of middle-level employees, and up to 400% for upper level, specialized employees. Now that so much is being done by organizations to retain its employees. Why is retention so important? Is it just to reduce the turn over costs? Well, the answer is a definite no. It’s 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. In this project I tried to cover all the important points that should be kept in mind to retain an employee and conducted a research study through a questionnaire that got filled with all the employees of the Validity Biometric Sensors India Private Limited and 3M Hyderabad, Hyderabad and tried to compare the various Strategies used for retain their employees.
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1.2 NEED FOR THE STUDY
In today’s scenario issues pertaining to employee’s turnover is increasing day by day which affects the growth of the company. Employee’s turnover causes huge loss for the company, as they invest a lot of money in training employees. The study helps to identify the factors causing dissatisfaction, to the employees and thereby reducing the employees exiting in the profession. The primary reason for studying the Retention procedure is to update the retention strategies undertaken by the organization. With Validity Biometric Sensors India Private Limited and 3M Hyderabad expanding across all its verticals, it needs to pay proper attention to the Retention process is all the more important. The need of the project is to analyze and find the factors, which satisfy the needs of its own and wants of various client organizations. In the present scenario, where lots of consultancies are emerging, it is very important for any company to have an edge over the industry in terms of quality and services. Every study is taken up for the fulfillment of some particular need or requirement. This study deals with the topic ?Effectiveness of Retention strategies? in the organization and kind of different Retention procedures being followed to retain an individual in the organizations.
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1.3 OBJECTIVE
? To carry out the study of the employee retention and compare the strategies adopted at Validity Biometric Sensors India Pvt. Ltd and 3M Hyderabad in present competitive environment to help knowing and reading of the minds of the current generation
professionals regarding their compensation, Organizational Climate, Culture, Work atmosphere, management support, Career growth opportunities etc. ? ? To study, identify the causes of attrition, turnover and other related issues and analyze them. To identify the factors which help in motivating the employees and to retain them.
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1.4 SCOPE OF STUDY
By identifying the factors causing employee turnover, the organization can develop and maintain the strategies that help them to retain their employees. This study helps the management to analyze the factors that motivates the employees. By identifying the factors of motivation management may concentrate on those motivating factors in order to create job satisfaction. Providing job satisfaction to the employees will increase employee loyalty which in turn helps the organization to retain their employees. Area of Study: ? ? ? The area of study is confined to employees of Validity Biometric Sensors India Private Limited and 3M Hyderabad, Hyderabad. Population size = 25 from 3M Hyderabad, 63 from Validity Biometric Sensors India Private Limited. Targeted only employees having experience more than a year.
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1.5 LIMITATIONS
? ? ? ? ? ? ? ? ? Time was the main constraint. The project should be completed within stipulated time i.e. June – July 2012. This study is only limited to Validity Biometric Sensors India Private Limited and 3M Hyderabad and is not applicable to other companies. Due to time constraint the study is restricted only to 72 respondents. (53 respondents from Validity and 19 respondents from 3M Hyderabad). Most of the data desired was confidential so could not be accessed directly. The information collected may not be accurate as the sample size is small. Some respondents have not responded to all the questions. Area of the study is confined to the employees in Hyderabad only. The findings of the study are solely based on the information provided by the respondents. Findings of the research may change due to area, demography, age condition of economy etc.
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1.6 COMPANY PROFILE VALIDITY BIOMETRIC SENSORS
Validity is constantly working on developing its broad network of partnerships with key solution providers across numerous market segments in the security eco-system, in order to help provide their customers with complete biometric authentication solutions that are convenient, secure, and reliable. Validity's software and hardware solution provider partners are proven leaders in the development of products that utilize Validity's sensors and LiveFlex® technology and supply biometric authentication solutions across numerous market segments in the PC product and mobile device markets. Validity's commitment to innovation is reflected in its ability to provide the most durable, flexible, high performing, and cost effective products in the biometric fingerprint sensor market. Founded in 2000, and headquartered in San Jose, California, Validity delivers proven, proprietary biometric fingerprint sensor technology for PC products, mobile devices, portable media products, and access control solutions. With a considerable menu of convenient features for everything from password replacement, identity verification, centralized management for corporate network security, and secure wireless transactions for the protection of portable data, and physical access control, Validity puts you in touch with the next step in biometric fingerprint sensor solutions. VISION: "To be the leader in Identity Validation by creating value and convenience for consumer products, services and transactions". MISSION: "To create, enable and provide the most convenient, secure and cost effective solutions for Identity Validation targeted at volume consumer applications" BOARD OF DIRECTORS: Atiq Raza, Chairman, Validity Sensors Inc. Board of Directors. Arjun Gupta, Board Member, Validity Sensors Inc. Nick Mignano, Shankar Chandran, Richard Sanquini, Board Members, Validity Sensors Inc Rob Baxter, Board Member and Chief Executive Officer, Validity Sensors Inc
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PRODUCTS: Validity offers the World's most durable, flexible and highest performing biometric fingerprint sensors for communication and information devices. Their fingerprint sensor solutions are currently shipping in a wide range of consumer, commercial, and enterprise products. Based on patented LiveFlex® Technology, their fingerprint sensor products offer OEMs complete design flexibility to customize cost effective solutions to meet specific requirements for convenient security intended for people in the real world. Fingerprint Sensors for PCs & Peripherals: VFS301 Fingerprint Sensor: The durable and cost-effective VFS301 fingerprint sensor offers lower power, improved performance, a smaller form factor, and key customization options compared to its predecessor, VFS201, resulting in an even better end user experience. Customization options include thin and variable z-heights, the industry's first flush mount capability, and a variety of color options. The mechanical options help make OEM integration easier. Features like flush mount will help provide a better end user experience. Custom color options allow OEMs to match the fingerprint sensor color with the industrial design and look of their devices, satisfying end consumers' desire for improved aesthetics on computer and electronic devices VFS301 continues to provide LiveFlex® Technology's superior durability and industry leading impact resistance. The product consists of a custom silicon chip bonded to a Kapton® plastic flex circuit, known as Chip-On-Flex (COF). Unlike competing technologies, Validity's actual fingerprint sensing area is made of durable plastic, not silicon, and is completely decoupled from the silicon drive chip. VFS301 uses an industry leading patented image reconstruction algorithm from Hyderabad Systems to acquire a high quality fingerprint image. VFS201 Fingerprint Sensor: VFS201 is a durable high performance fingerprint sensor with a small exposed surface. VFS201 is currently shipping in several mass production notebook PCs and PC peripheral devices that are available today. The product consists of a custom silicon chip bonded to a Kapton® plastic flex circuit, known as Chip-On-Flex (COF). The flex circuit is the actual sensor, and captures the unique features of a 3-D fingerprint image using a patented technique to detect and measure the ridges and valleys of a live finger.
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VFS201 uses an industry leading patented image reconstruction algorithm from Hyderabad Systems to acquire a high quality fingerprint image. Secure pad Synaptics SecurePadTM is a complete hardware module that combines Synaptics' industry leading TouchPad with Validity's LiveFlex® fingerprint sensor in one seamless design that's easy to integrate into notebook PCs. This completely flexible solution offers build-to-order (BTO) or configure-to-order (CTO) options - a one stop shop for a total solution. SecurePad is based on Validity's breakthrough LiveFlex® technology that offers unparalleled durability, reliability & performance advantages over other touch silicon sensors. Compatible with the industry's leading biometric security software solutions, SecurePadTM offers OEMs complete flexibility in designing customized module solutions to meet their specific requirements. SecurePad was recognized at International CES 2008 as an Innovations Award Honoree, one of the most esteemed honors in the consumer electronics industry. TECHNOLOGY: Validity's patented LiveFlex® Fingerprint Sensor Technology is a significant improvement over all other fingerprint sensor technologies. LiveFlex® is the foundation for developing fingerprint sensors with the highest levels of performance, durability, cost-effectiveness, and flexibility. LiveFlex® supplies superior image quality with high-frequency RF imaging into the live layer of the finger ? ? ? ? ? ? ? Superior image quality allows sensor to work with any 3rd party matcher. High Frequency (16MHz) RF retrieves the strongest signal from finger. Differential pickup performs essential "noise cancellation". World-class RF receiver coupled with inexpensive multiplexing transmitters enable delivery of full 8 bit grayscale images. 9 bit internal analog to digital (A to D) conversion delivers the broadest dynamic range available. LiveFlex® provides the best images, and the best images deliver the best False Accept / False Reject (FAR/FRR) statistics. RF sensing penetrates deep into the living tissue of a finger.
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LiveFlex® solves durability issues by separating the sensor area from the silicon die, combined with a Kapton® plastic sensing area that is extremely resilient ? ? ? ? ? True Chip-On-Flex (COF) solution: With LiveFlex®, the actual sensor is made of plastic and completely decoupled from the silicon drive chip (ASIC). Users always touch plastic, never silicon. Resilient plastic surface provides industry leading resistance to impact. Kapton® plastic is highly resistant to abrasion, liquids, and chemicals. Delivers resistance to Electro-Static-Discharge (ESD).
LiveFlex® resolves fundamental cost challenges, while maintaining excellent imaging quality ? Moving the fingerprint sensing elements off the silicon die allows Validity to follow a traditional die-shrink product roadmap, unlike direct contact sensors, where the silicon cannot be shrunk to less than the width of an industry standard fingerprint without severely degrading performance. LiveFlex® is the only solution that provides a flexible form factor and a small footprint, along with other unique customization options, providing maximum flexibility for OEM product integration ? ? ? ? Small footprint with ultra flexible z-height options. Multiple standard fingerprint sensor module reference designs. Fingerprint Sensor surface can be colorized to any Pantone® color. Many convenient usability features such as on-screen navigation and scrolling are available as options. PARTNERS & SOLUTION PROVIDERS: Validity is constantly working on developing its broad network of partnerships with key solution providers across numerous market segments in the security eco-system, in order to help provide their customers with complete biometric authentication solutions that are convenient, secure, and reliable. Validity's software and hardware solution provider partners are proven leaders in the development of products that utilize Validity's sensors and LiveFlex® technology and supply
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biometric authentication solutions across numerous market segments in the PC product and mobile device markets. HARDWARE SOLUTION PROVIDERS: Validity's independent hardware vendor (IHV) partners supply durable and reliable fingerprint sensor module hardware solutions for the integration of LiveFlex® fingerprint sensor products into a variety of hardware devices including notebook PCs, PC peripherals, mobile devices such as wireless handsets, and more. The menu of flexible fingerprint sensor module options from Validity's IHV partners includes, but is not limited to, numerous footprint sizes, multiple zheights, surface color options, and integrated module solution options such as the combination of the fingerprint sensor with a touchpad. Hardware solution providers are FINGER PRO, Qcom, QUALCOMM, Synaptics, USI, World Fair. SOFTWARE SOLUTION PROVIDERS: Validity's independent software vendor (ISV) partners are established leaders in the development of software products that supply biometric authentication solutions across numerous market segments. The menu of software application features provided by Validity's ISV partners includes BIOS level security, PC/device logon, password replacement, fast user switching, application launch, secure mobile transactions, protection of device data, centralized management of corporate network security, scalable fingerprint matcher solutions, identity verification for government and military applications, physical access control, and more. Software Solution Providers are BIO-Key International, bioscrypt, HYDERABAD SYSTEMS, DDS, CEELOX, Microsoft, phoenix technologies, SOFTEX. CUSTOMERS: By providing convenient, secure, and reliable fingerprint authentication biometric solutions, Validity continues to meet or exceed the demands of its customers in corporate and consumer PC product and mobile device markets. With Validity's patented LiveFlex® technology, which separates the silicon chip (ASIC) from the fingerprint sensor, Validity is able to meet the ever increasing requirements for durable and reliable solutions. This is why the world's top 2
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notebook PC OEM's are using Validity solutions. Their customers are Acer, DDS, GENERAL DYNAMICS, HP, Silex technology. AWARDS: ? ? ? ? Frost & Sullivan 2009 New Product Innovation of the Year Award: Validity VFS301 Fingerprint Sensor. Frost & Sullivan 2008 Product Differentiation Innovation of the Year Award: Validity LiveFlex® VFS201 Fingerprint Sensor. International CES 2008 Design and Engineering Award Honoree: Synaptics SecurePadTM (TouchPad + Fingerprint Sensor Module). International CES 2007 Design and Engineering Award Honoree: Validity LiveFlex® VFS131 Fingerprint Sensor.
WORLD WIDE LOCATIONS: San Jose, California USA Validity Sensors, Inc. 2001 Gateway Place, Suite 455E San Jose, CA USA 95110
Phoenix, AZ USA Validity Sensors, Inc. 15210 S. 50th Street, Suite 110 Phoenix, AZ 85044
Taipei, Taiwan Validity Sensors, Inc. 10-3 F, No. 408, Ruiguang Road Neihu District, Taipei City 114 Taiwan (R.O.C.)
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Hyderabad, India Validity Sensors, Inc. Block no. 2, 5th floor, White House 6-3-1192/1/1, Kundan Bagh Begumpet Hyderabad - 500 016 A.P. India.
3M HYDERABAD
3M Hyderabad a subsidiary of 3M Company Inc, has delivered the fastest, most accurate, and most sophisticated yet reliable biometric identification solutions in the world. As a world leader, 3M Hyderabad provides first class Automated Biometric Identification Systems, identity management solutions, and biometric access control products to governments, law enforcement agencies, and commercial customers worldwide. 3M Hyderabad is committed to aligning biometric technology and services to solve our customers’ business challenges. Our products can be found at the heart of the largest and fastest automated identification systems in the world. With our extensive knowledge of automated identification in the field of law enforcement, we strive to develop comparison and searching algorithms that are optimized to deliver high performance and robust biometric identification solutions. Employing technology based on over 20 years of advanced research and development, 3M Hyderabad achieves industry-leading field-proven accuracy rates while maintaining rapid response times when searching large biometric databases. 3M Hyderabad has established a reputation for successful deployment of identification systems and identity management solutions that allow for real-time identification of individuals in a wide variety of applications, including: voting, asylum seekers, citizen benefits, identity credentialing, driver licenses, law enforcement, criminal investigations, border security, and others. Mobility has recently become a major business challenge and 3M Hyderabad is bringing mobility to the biometric identification process. 3M Hyderabad mobile products provide for realtime identification results in the field. Our mobile solution, combined with our high-speed biometric matching solution, enhances public safety and increases officer productivity.
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3M Hyderabad delivers cost-effective commercial solutions, including solutions for biometric access control, time and attendance, and handheld portable biometric devices. For the OEM market, 3M Hyderabad’s state-of-the-art products can be integrated to perform all biometric operations. 3M Hyderabad licenses its patented image reconstruction algorithm for linear fingerprint sensors and its field-proven biometric matching engine that can be ported into new or existing products requiring higher security. VISION: Their vision at 3M Hyderabad is to provide the highest quality biometric identification systems, products, and services with unparalleled innovation, accuracy, and speed. They offer our customers state-of-the-art system solutions, allowing them to be leaders in their own fields. 3M Hyderabad is a global biometric identification solutions provider to governments, law enforcement agencies, and commercial enterprises. 3M Hyderabad provides the highest quality identification systems, products and services with leading technology, accuracy and speed. 3M Hyderabad's Automated Fingerprint/Palmprint Identification Systems, or AFIS, enable customers to capture fingerprint and palm print images electronically, encode prints into searchable files, and accurately compare a set of fingerprints/palm prints to a database containing potentially millions of prints in seconds. For over twenty years, we have researched, designed, developed, and marketed fingerprint biometrics technologies that incorporate advanced concepts in fluid dynamics, neural networks, image enhancement, data mining, and massively parallel processing. Our leading-edge software algorithms, integrated with optimized hardware, enable our customers to cost-effectively achieve the industry-leading accuracy rates and performance. We support the latest standards in fingerprint biometrics and have based our systems on cost-effective, industry-standard hardware and software platforms. We are focused on enabling our customers to expand the capabilities of their systems as their biometric needs evolve.
LEADERSHIP AND INNOVATIONS: A Leader in Biometric Identification: Throughout history, fingerprints have been used to establish individual identity. The first known use, in Babylonia and ancient China, was in the third century B.C. In the late 1800s, Sir Edward Henry developed a method to classify fingerprints based on characteristics so that a large
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fingerprint archive could be segmented to provide an efficient method for performing identifications. After this process was introduced at Scotland Yard in 1901, fingerprint searches became a common tool for criminal identification worldwide. With the advent of computerized database systems, this process was somewhat automated beginning in the late 1970s. In the 1990s, 3M Hyderabad provided a technology breakthrough by applying data flow computing for high-speed biometric comparisons. This eliminated the need for segmenting databases with various classifiers that are often unreliable. For the first time, 3M Hyderabad removed the technology barriers which constrained system accuracy, database size, throughput, and response time. Today, 3M Hyderabad is raising the standard to even greater heights. By incorporating concepts from fluid dynamics theory with data flow computing technology, 3M Hyderabad provides proven, cost-effective identification solutions with accuracy and throughput processing never imagined - a new wave of identification technology for the new millennium. Innovations: Commitment to technological leadership requires constant research and development. Building on our leadership of the past decade, we are continually improving our technology in the areas of image processing, neural networks, matching algorithms, fault-tolerant pipeline data flow computing, data compression, encryption / coding, scalable architectures, and user engineering. To validate new technology solutions, real databases with millions of records are utilized with unique simulation tools to scientifically model the universe of possible biometric variations. We offer complete scalable biometric identification systems with over 99.9% accuracy. We have scaled complete systems to a single ASIC chip offering fingerprint, facial, and voice matching at the chip level.
PARTNERSHIPS: As the international leader in biometric technology, 3M Hyderabad honors each customer's unique and diverse culture. By developing close, productive partnerships, 3M Hyderabad is able to provide system solutions that meet, and often exceed, the needs and expectations of our clients. Clients are SIEMENS, IBM, ORACLE, VALIDITY, BLACKBERRY, HP, INTERCEDE, BULL, UNISYS.
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PRODUCTS AND SOLUTIONS: Biometric Capture Devices: CIS 202 - High Speed Dual Iris Scanner CIS 202 is the latest Iris Scanner by 3M Hyderabad. This rugged dual iris capture scanner offers a robust yet low cost solution for rapid and simultaneous iris capture in less than two seconds. This USB-powered scanner enables users to safely capture high resolution iris images, while eliminating intrusive capture position or user discomfort. Compliant with NIST SAP level 40, CIS 202 has near infrared illuminators, LED lighting, and built-in spectral imaging sensitivity control to capture light in the range of 700-900 nanometers. CIS 202 image output meets industry interchange format specifications by supporting ANSI NIST Type-17 records, with raw images conformant to ISO 19794-6 rectilinear image standards. Enclosed in a durable and adjustable casing that meets IP 54 rating, CIS 202's sturdy, handfriendly goggle design is ideal for biometric application such as civil registry enrollment, biometric document issuance, applicant identification, border control, and inmate release management. 3M Hyderabad LiveScan Product Line 3M Hyderabad features a full range of 500 and 1,000 ppi resolutions FBI-certified Live Scan palm print and ten print scanners those are robust yet cost effective. The high-definition optics allow the capture of forensic-quality rolled or flat images that meet the ANSI/NIST and FBI Image Quality Specification (IQS) standards. The easy-to-use software guides the user through the capture process with on-screen prompts and graphical user interface displays. The data entry process is simplified through the use of drop-down menus for selecting descriptive information such as race, sex, hair color, and eye color. This not only speeds up the capture process, but reduces operator errors. With real-time image quality check, sequence verification, auto-center, and auto-contrast functions, the 3M Hyderabad LiveScan capture software ensures the capture of high quality prints. Available in portable, desktop, and full cabinet configurations, the scanners can easily be incorporated into various applications such as applicant fingerprint processing, border control, or inmate booking. 3M Hyderabad Fingerprint Scanners Product Line 3M Hyderabad's fingerprint scanners capture forensic-quality images in a fast, reliable, and easyto-learn way. The advanced optical system enhances ambient light rejection while permitting the
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capture of quality fingerprints from stained, marked, or dark fingers. Images are captured at the rate of 10 frames per second. 3M Hyderabad's fingerprint scanners are available in various models that can capture single flat, single rolled, or dual flat fingerprints. The scanners use a USB connection for both data transfer and power, eliminating excess cables and enabling easy integration into new or existing applications. Software development kits are built on 3M Hyderabad's proven biometric technologies and encompass biometric applications such as fingerprint capture, quality check, WSQ compression, 1:1 verification, and 1:N identification, are available to easily integrate any of the CSD scanners into third-party applications. MOBILE IDENTIFICATION: 3M Hyderabad's High Performance Mobile Identification Solution for BlackBerry® and Pocket PC® devices: Running on a commercially available Personal Digital Assistant (PDA), smartphone or BlackBerry, 3M Hyderabad’s MobileID software delivers the power of an Automated Fingerprint Identification System (AFIS) in a portable, handheld format. When combined with BlueCheck II, 3M Hyderabad’s latest portable capture device, MobileID allows users to quickly and easily perform in-the-field fingerprint identification. BlueCheck II captures high-quality, 500 dpi images and uses Bluetooth technology to transmit the images to the MobileID device. These images can be used in a search against the onboard database or submitted as a NIST package to remote AFISes over a wireless network. Submissions and responses are sent and received via standard wireless technology, such as GPRS, GPRS/EDGE, etc.
CONTACT INFORMATION: 3M Hyderabad 639 N. Rosemead Blvd. Pasadena, CA 91107
Ohio Office 5025 Bradenton Ave, Suite A Dublin, Ohio 43016
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New York Office 1182 Troy Shenectady Road Suite 203 Latham, NY 12110
Federal Sales, Virginia Office 1881 Campus Commons Drive Suite 250 Reston, VA 20191
Williamsburg Office 3300 Acorn St Williamsburg, VA 23188
Austria, EMEA Office Brunner Feldstrasse 63 A-2380 Perchtoldsdorf Austria
India Office Office 120 & 122, Block III, White House, Kundanbagh, Begumpet Hyderabad - 500016 India
London, UK Office 7-9 King Henry Terrace Sovereign Close, The Highway London E1W 3HE United Kingdom
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Ottawa, Canada Office 2460 Lancaster Road Suite 204, Ottawa, Ontario, K1B 4S5 Canada
Beijing Office Suite 708, Ideal Plaza, No.58, West Road, North 4th Ring Road Haidian District Beijing, 100089 China
Shenzhen Office 10/F, Tinwe Industrial Park Phrase 2 Liufang Road No. 6, Area No. 67, Baoan District, Shenzhen 518101 China
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CHAPTER - II
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2.1 REVIEW OF LITRATURE
Employee turnover rates have, within the last several years, become a nationwide epidemic. Employees no longer feel the sense of company loyalty that once existed. By developing multivariate models that combine a number of factors contributing to turnover and empirically testing the models researchers have sought to predict why individuals leave organizations. Many studies are based on only a small number of variables which often only explain a small amount of variability in turnover. Another criticism of turnover studies is that they do not adequately capture the complex psychological processes involved in individual turnover decisions. Meta-analyses’ of Cotton and Tuttle (1986); Hom et al (1992); Griffeth et al (2000); Steer and Ovalle (1984); Tett and Meyer (1993) have simulated a large number of predictors and
antecedents of employee turnover Many studies such as March and Simon(1958); Price and Mueller (1986); Mobley et al.(1979); Sheridan and Abelson’s (1983)etc. have built theoretical models on employee turnover.
Mobley et al (1979), revealed that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment were all negatively related to turnover (i.e. the higher the variable, the lower the turnover).
Hom and Griffeth (1995), a meta-analysis of some 800 turnover studies was conducted by Hom andGriffeth, which was recently updated (Griffeth et al, 2000). Their analysis confirmed some well-established findings on the causes of turnover. These include: job satisfaction, organizational commitment, comparison of alternatives and intention to quit.
William M. Mercer, Inc. (1998) discovered, when surveying 206 medium to large companies in 1998, businesses high turnover often lost employees because of dissatisfaction with compensation.
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Kirshenbaum & Mano-Negrin (1999), Research on the impact of unemployment rates as a proxy for actual opportunities in employee turnover revealed that unemployment rates affected the jobsatisfaction/turnover intent relationship but not actual turnover.
Elangovan (2001), noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models. His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). He further noted a reciprocal relationship between commitment and turnover intentions.
Boxall et al (2003), in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it.
Dr. Jac Fitz-enz, Founder & CEO, Human Capital Source, His concept of pull versus push factors is a great insight. Many people are not pulled out of an organization by a better offer. They are pushed to the door so that when a better offer comes along it is easy to take the last step across the threshold. From selection for fit, to on-the-job support, to being valued, the organization has the power to keep almost anyone they want.
Leigh Branham, explains about the 7 Hidden Reasons Employees Leave, they are ? ? ? ? ? ? ? The Job or Workplace Was Not as Expected. The mismatch between job and person. Too little coaching and feedback. Too few growth and advancement opportunities. Feeling devalued and unrecognized. Stress from overwork and work-life imbalance. Loss of trust and confidence in senior leaders.
Murphy and partner Burgio-Murphy work from the ground up, using a vast survey of 100,000 business leaders (mid-level up to senior) to build a picture of what employment and HR strategies help minimize the risk of a good employee moving on. (The people they interviewed
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were responsible for 20,000 hires during the survey period - and the success of these was tracked over time.) The authors highlight five top reasons why organizations have a demonstrably poor retention rate of new employees. In order the reasons for 'moving on' are; ? ? ? ? ? Coachability (26%): The ability to accept and implement feedback from bosses, colleagues, customers and others. Emotional Intelligence (23%): The ability to understand and manage one's own emotions, and accurately assess others' emotions. Motivation (17%): A sufficient drive to achieve one’s full potential and excels in the job. Temperament (15%): Attitude and personality suited to the particular job and work environment. Technical Competence (11%): Functional or technical skills required to do the job.
In hindsight, many interviewers look back and realize that they saw the signs back at the interview stage, but were perhaps distracted by other issues - the technical competencies, the need to fill the gap quickly - and this volume encourages managers and supervisors to help employees operate more functionally within the organization. The inherent argument in this book is that employees are often "left to their own devices" once they're hired, and yet with some simple interventions, (a little shoving and tugging) in the form of coaching, mentoring and discussion in the above skills, the outcome can be happy for all parties.
A deep and thorough exploration of employee engagement, by Michael Erisman (March 30, 2005), says that why employees leave, and several comprehensive studies are summarized here to help dissect the real reasons your company may be losing talent. When it comes to determining the real reasons for dissatisfaction, and eventual disengagement from your company, some of the key reasons center around "mismatch" between the job and the person, and basic leadership failures around coaching, feedback, value, recognition, trust, confidence in leadership, and a lack of a career development opportunity. The Employment Policy Foundation (EPF) (2004), highlights that ?for the twelve months ending August 2004, average employee turnover costs reached $13, 355, up 6.8 percent from its December 2002 level? (p. 2). The voluntary employee turnover rates released by the U. S.
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Department of Labor in November, 2004 paint a similar picture. According to the Bureau of Labor Statistics, there was an overall average increase in employee turnover in the U. S. from 19.2% in 2003 to 20.2% in 2004. Weinberg (1997) reports that ?too many service companies face employee turnover rates of 50 percent to 100 percent per year or even higher?. Kay (2000), justifies such costs in ?advertising and recruiting expenses, orientation and training of the new employee, decreased productivity until the new employee is up to speed, and loss of customers who were loyal to the departing employee? . The costs mentioned above touch upon another area of concern: productivity. When a high rate of employee turnover exists, most of the workforce is at an entry level stage of production. A very high cost is associated with large numbers of employees who have not reached full productivity. This cycle continues with very few employees performing at maximum productivity. According to the Harvard Management Update (June, 1988), ?nine of ten managers think people stay or go because of money. We know that’s not the case. Money and perks matter, but employees tell us again and again that what they want most are challenging, meaningful work, good bosses, and opportunities for learning and development?. Weinberg (1997), states that ?Most companies relied in the past on two traditional strategies for managing turnover. First, they raised wages until the situation stabilized. If that didn’t work, they increased training budgets for new hires and first-level supervisors. These solutions don’t work anymore. Especially misleading is the myth that paying low-wage service workers and extra $.25 or $.50 per hour will dramatically reduce turnover rates. Even if higher pay rates were economically feasible-the extra few dollars has little influence on workers. Investments in training don’t always pay off either. Training course content tends to assume that today’s lowwage service workers live in stable homes, meet minimal educational standards, and share the employer’s behavioral expectations?. Klienman, (2000), says that the training and orientation process is a new hire’s first impression of the organizational environment, and therefore a critical period. In fact, ?a study at corning Glass found new employees who went through a positive orientation were 69% more likely to be with the company three years later than those who did not. A similar study at Texas Instruments
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concluded that employee’s who were carefully oriented to the company, and their jobs, reached full productivity two months sooner than those who weren’t?. The Deadly Sins of Employee Retention by Mark Murphy, this book states that ?A Leadership IQ study found that 47% of high performers are actively seeking other jobs while an additional 44% are passively looking. Every organization wants to retain their employees, especially their best employees. But most leaders are making mistakes. We studied more than 100,000 leaders to identify the Deadly Sins of Employee Retention. These are the five mistakes that can destroy the retention efforts of organizations and their leaders. This book will challenge some of the most entrenched and misguided beliefs about employee retention. We'll show you how to avoid the Deadly Sins of Employee Retention and teach you five cutting-edge strategies for keeping your best people. Individual leaders and entire organizations can transform their retention efforts immediately?.
Love 'em or Lose 'em: Getting Good People to Stay by Beverly Kaye (2008), this book states that ?With replacement costs high and start-up time critical, employee retention is more valuable than ever. This best-selling guide provides 26 strategies to keep talented employees happy and productive. Citing research and experience with dozens of organizations, the authors present many examples of how today's companies have applied their retention strategies and increased their retention rates. The chapters are arranged alphabetically, from "Ask" to "Zenith." Each chapter includes a series of to-do lists, company examples, and an "alas" story drawn from the authors' personal experiences. This edition features new tips and to-do lists, new stories, and additional research from the media and from the authors' own extensive database. There are also three new appendices: a troubleshooting guide, a guide to saying "thank you" in the workplace, and a reading group guide?.
Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers by Richard P. Finnegan (2009) How do organizations keep the workers they want? Until now, employee retention strategies have been based on instincts rather than research. With no firm body of knowledge to use as a guide, employee turnover has been a problem for all organizations. This book is the first to offer
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a top-to-bottom, organization-wide retention action plan. Many organizations lose employees and profits because they don't know which processes to put into place to cut employee turnover. They speak of building retention cultures but don't know who should do what and when. This hands-on tactical guide gives those answers, providing specific strategies and tactics backed by the author's own research and on-site experience. It is essential reading for all types of organizations-large or small, public or private, with high concentrations of low-skilled or high skilled workers, and across multiple industries. Also addressed is how to retain your highperforming workers in slow economic times. If you are losing workers you want to keep, this book will tell you how to put retention solutions in place across Read this book with a pen in your hand. Circle ideas you like, strike through those you don't, and make notes as to how you can apply these tactics in your company. Then pass it on to a colleague and ask her to do the same. Stir up your company's thinking on employee retention so progress happens, fast.
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CHAPTER- III
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3.1 HYPOTHESIS
STATEMENT OF THE PROBLEM: After detailed review of studies were collected from different sources, it is highly useful to formulate the hypotheses for the present research. The present study is aimed to find the different retention strategies in Validity Biometric Sensors India private Limited and 3M Hyderabad. HYPOTHESES: Based on availability of review of literature in the field of recruitment and selection the investigator has formulated the following hypotheses for the present study and they are as follows: 1. H0: There is no significant difference between the salary received to employee and employee retention. H1: There is significant difference between the salary received to employee and employee retention. 2. H0: There is no significant difference between the sufficient training given to employee and employee retention. H1: There is significant difference between the sufficient training given to employee and employee retention. 3. H0: There is no significant difference between the benefits offered by organization to
employee and employee retention. H1: There is significant difference between the benefits offered by organization to employee and employee retention. 4. H0: There is no significant difference between the job security in organization and employee retention. H1: There is significant difference between the job security in organization and employee retention.
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CHAPTER- IV
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4.1 RESEARCH METHODOLOGY In everyday life human being has to face many problems viz. social, economical, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out. Research was carried out at Validity Biometric Sensors India Pvt. Ltd and 3M Hyderabad to find out the ?Retention Strategies? used by them. Questionnaire Design: The questionnaire framed for the research study is an Unstructured questionnaire in which all the questions are predetermined before conducting the survey. The forms of question are of both closed and open type. The types of questions are: Demographic questions - 4 Dichotomous scale (Yes or No) - 3 Likert 5 point scale (Extremely Satisfied, Satisfied, Neutral, Dissatisfied, Extremely Dissatisfied) - 10 Multiple choice questions - 4 Open end questions - 3 The questionnaire for the research was framed in a clear manner such that it enables the respondents to understand and answer the question easily. The questionnaire was designed in such a way that the questions are short and simple and is arranged in a logical manner. Sampling Technique: The sampling technique chosen for this study is ?Convenience Sampling? DATA COLLECTION METHOD: Primary data is collected with the help of questionnaire which is finalized by the faculty and company guide. The data is collected and analyzed using various graphs and statistical tools and will be presented in the form of a report at the end of the study. An analysis of the data is made to consolidate the retention procedures in the company.
Secondary data is collected through company records.
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ANALYSIS OF DATA: The data collected was analyzed by using statistical tools like: 1) Simple percentage analysis 2) Bar graphs 3) Crosstabs STATISTICAL TOOLS USED: 1) Chi- square analysis 2) Weighted average method
CHI - SQUARE TEST Chi – square test is an important non – parametric test and as such no test is necessary in respect of the type of population. We required only the degree of freedom (implicit of course the size of the sample) for using this test. As a non – parametric test, Chi – square can be used (i) as a test of goodness of fit and (ii) as a test of independence. Since the researcher used test of independence only the details about test of independence is given below.
TEST OF INDEPENDENCE: Chi – square test enables us to explain whether or not two attributes are associated. In order be may apply the chi – square test either as a test to judge the significance of association between attributes, it is necessary that the observe as well as theoretical or expected frequencies must be grouped in the same way and theoretical distribution must be adjusted to give the same total frequency as we find in case of observe distribution. Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoretical values obtained under some theory or hypothesis. This test is known as Chi – square test of goodness of fit. Karl Pearson proved that statistic Chi square = ? (O-E) ^2 / E O – Observed frequency E- Expected frequency Chi – square is used to test whether difference between observed and expected frequencies are frequent. To find Chi – square table value degree of freedom should be calculated. Degree of
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freedom is calculated using the formula (r – 1) (c -1). The table value for this degree of freedom is seen using 5% or 1% of significant level. If Chi – square table value is greater than calculated Chi – square value, Null hypothesis is accepted or null hypothesis is rejected. In this study the chi-square test the table value has taken @ 5% level of significance.
WEIGHTED AVERAGE METHOD Weighted average can be defined as an average whose components aggregate of the products are divided by the total of weights. One of the imitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. In certain cases relative importance of all the items in the distribution is not the same where the importance of the items varies. It is essential to allocate weight applied but may vary in different cases. Thus weight age is a number standing for the relative importance of items.
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CHAPTER- V
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5.1 QUESTIONNAIRE FOR THE RESEARCH
Questionnaire intended to know the employee perception towards the retention policies provided by your organization. Kindly express your free frank opinion. Your choice is important. Put a tick mark ( ) in group A and encircle the answer in group B * Required
(A) Demographic Gender *
? ?
Male Female
Age *
? ? ? ?
20-30 30-40 40-50 More than 50
Organization * Company name where you are working
Designation *
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(B) Please indicate the extent to which you agree on each of the following statement
1) Are you a fresher or a experienced employee?
Fresher
Experience
2) How long have you been working for the organization?
1 year but less than 3 years 3) Do you like your job?
3 years but less than 5 years
More than 5 years
Yes
No
4) Do you get an opportunity to share your ideas at work?
Yes
No
5) Compared with an year's experience in the organization, how would you describe your overall job satisfaction today?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
6) Are you satisfied with the job security?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
7) Are you satisfied with the flexibility of work hours and work load?
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Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
8) Boss / supervisor's willingness to promote you?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
9) Boss / supervisor's gives you fair reviews?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
10) Boss / supervisor's make sure you have sufficient training?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
11) Are you satisfied with the salary you are receiving?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
12) Are you satisfied with the benefits offered by your organization?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
13) Are you satisfied with the pay for performance standards?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
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14) Are you satisfied with the communication channel between your boss / supervisor?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
15) Do you think retention is tougher now a day?
Yes
No
16) Among the following give the critical / important factor that makes you work for the organization?
Pay structure
Appraisals
Promotions
Training and Development
17) Which you think the best policy for employee retention?
Pay structure
Appraisals
Promotions
Training and Development
18) What were some frustrations you experienced in performance and execution of your job responsibility? ……………………………………………………………………………………………… ……………………………………………………………………………………………… 19) Has any one left the organization in past 6 months? If yes what was the reason for leaving? ……………………………………………………………………………………………… …………………………………………………………………………………………… 20) If you want to leave the organization, what would be the reason? ……………………………………………………………………………………………… ………………………………………………………………………………………………
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5.2 DATA ANALYSIS
As per questionnaire
Employee statistics in an organization
Age More than Organization 3M Hyderabad Total Validity Female Male Total Total Female Male Total Gender Female Male 20-30 6 7 13 10 28 38 16 35 51 30-40 2 3 5 4 8 12 6 11 17 0 3 3 0 3 3 0 1 1 40-50 50 0 1 1 Total 8 11 19 14 39 53 22 50 72
Interpretation:
3M Hyderabad: It is inferred that there are 13 employees with the age in between 20-30, 5 employees with the age in between 30-40 and 1 employee with the age more than 50.
Validity Biometric Sensors: It is inferred that there are 38 employees with the age in between 20-30, 12 employees with the age in between 30-40 and 3 employees with the age in between 4050.
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2) How long have you been working for the organization?
Organization 3M Gender 1 year but less than 3 years Total 3 years but less than 5 years Total More than 5 years Female Male Total Total Female Male Total Female Male Female Male Hyderabad 7 8 15 0 2 2 1 1 2 8 11 19 Validity 4 19 23 8 15 23 2 5 7 14 39 53 Total 11 27 38 8 17 25 3 6 9 22 50 72
Interpretation:
3M Hyderabad: It is inferred that there are 15 employees are working in between 1 year to 3 years, 2 employees are working in between 3 years to 5 years and 2 employees are working for more than 5 years with the organization.
Validity Biometric Sensors: It is inferred that there are 23 employees are working in between 1 year to 3 years, 23 employees are working in between 3 years to 5 years and 7 employees are working for more than 5 years with the organization.
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3) Do you like your job?
Organization No 3M Hyderabad 0 Yes 19 Total 19
Validity
4
49
53
Total
4
68
72
Interpretation: 3M Hyderabad: It is inferred that all employees are like their job.
Validity Biometric Sensors: It is inferred that 7.54% of employees not like their job and 92.45% of employees like their job.
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4) Do you get an opportunity to share your ideas at work?
4) Do you get an opportunity to share your ideas at work? No Organization 3M Hyderabad 1 Yes 18 Total 19
Validity
4
49
53
Total
5
67
72
Interpretation: 3M Hyderabad: It is inferred that 94.73% of employees get an opportunity to share their ideas at work and 5.26% of employees didn’t get an opportunity to share their ideas at work.
Validity Biometric Sensors: It is inferred that 92.45% of employees get an opportunity to share their ideas at work and 7.55% of employees didn’t get an opportunity to share their ideas at work.
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5) Compared with a year’s experience in the organization, how would you describe your overall job satisfaction today?
45 40 35 30 Extremely Satisfied 25 20 15 15 10 5 0 3M Hyderabad Validity 4 0 0 0 4 2 0 7 Satisfied Neutral Dissatisfied Extremely Dissatisfied 39
Interpretation:
3M Hyderabad: From the table it is inferred that 21.05% of employees are extremely satisfied, 78.95% of employees are satisfied with the job satisfaction today compared with a year’s experience.
Validity Biometric Sensors: From the table it is inferred that 7.7% of employees are extremely satisfied, 75% of employees are satisfied, 13.56% of employees are neutral and 3.85% of employees are dissatisfied with the job satisfaction today compared with a year’s experience.
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6. Are you satisfied with the job security?
40 35 30 25 20 15 10 5 0 3M Hyderabad 4 0 1 0 4 14
38
Extremely Satisfied Satisfied Neutral Dissatisfied 11 Extremely Dissatisfied
0 Validity
0
Interpretation:
3M Hyderabad: From the table it is inferred that 21.05% of employees are extremely satisfied, 73.68% of employees are satisfied and 5.26% of employees are dissatisfied with the job security.
Validity Biometric Sensors: From the table it is inferred that 7.55% of employees are extremely satisfied, 71.79% of employees are satisfied and 20.75% of employees are neutral with the job security.
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7. Are you satisfied with the flexibility of work hours and work load?
40 35 30 25 20 15 10 9
37
Extremely Satisfied
Satisfied Neutral Dissatisfied Extremely Dissatisfied 9
5
5
5 0 0
6 1 Validity
0
0 3M Hyderabad
Interpretation:
3M Hyderabad: From the table it is inferred that 26.31% of employees are extremely satisfied, 47.46% of employees are satisfied and 26.31% of employees are neutral with the flexibility of work hours and work load.
Validity Biometric Sensors: From the table it is inferred that 11.32% of employees are extremely, 69.81% of employees are satisfied, 16.98% of employees are neutral and 1.88% of employees are dissatisfied with the flexibility of work hours and work load.
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8. Boss / supervisor’s willingness to promote you?
30 25 20 15 10 10
27
18
Extremely Satisfied Satisfied Neutral
Dissatisfied
Extremely Dissatisfied 6
5 0
4
4 0 1 2 0 Validity
3M Hyderabad
Interpretation:
3M Hyderabad: From the table it is inferred that 21.06% of employees are extremely satisfied, 52.63% of employees are satisfied, 21.05% of employees are neutral and 5.26% of employees are extremely dissatisfied with the willingness of boss / supervisor’s to them.
Validity Biometric Sensors: From the table it is inferred that 3.77% of employees are extremely satisfied, 50.94% of employees are satisfied, 33.97% of employees are neutral and 11.32% of employees are dissatisfied with the boss / supervisor’s willingness to promote them.
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9. Boss / supervisor’s give you fair reviews?
35 30 25
33
Extremely Satisfied 20 15 11 10 5 0 3M Hyderabad Validity 3 4 1 4 14 Satisfied Neutral Dissatisfied Extremely Dissatisfied
0
1
1
Interpretation:
3M Hyderabad: From the table it is inferred that 15.78% of employees are extremely satisfied, 57.89% of employees are satisfied, 21.05% of employees are neutral and 5.26% of employees are dissatisfied with the fair reviews given by boss / supervisor’s to them.
Validity Biometric Sensors: From the table it is inferred that 1.88% of employees are extremely satisfied, 62.26% of employees are satisfied, 26.41% of employees are neutral, 7.54% of employees are dissatisfied and 1.88% employees are extremely dissatisfied with the fair reviews given by boss / supervisor’s to them.
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10. Boss / Supervisor’s make sure you have sufficient training?
25
24
20
Extremely Satisfied Satisfied Neutral 10 7 5 5 5 8 5 Dissatisfied Extremely Dissatisfied
15
14
2
0 0 3M Hyderabad Validity
2
Interpretation:
3M Hyderabad: From the table it is inferred that 26.31% of employees are extremely satisfied, 36.84% of employees are satisfied, 26.31% of employees are neutral and 10.52% of employees are dissatisfied with the sufficient training providing by boss / supervisor’s to them.
Validity Biometric Sensors: From the table it is inferred that 15.09% of employees are extremely satisfied, 45.28% of employees are satisfied, 26.41% of employees are neutral, 9.43% of employees are dissatisfied and 3.77% of employees are extremely dissatisfied with the sufficient training providing by boss / supervisor’s to them.
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11. Are you satisfied with the salary you are receiving?
25
24 22
20 Extremely Satisfied 15 12 10 4 2 0 3M Hyderabad Validity 2 2 1 Satisfied Neutral Dissatisfied Extremely Dissatisfied 5 3 0
Interpretation:
3M Hyderabad: From the table it is inferred that 10.52% of employees are extremely satisfied, 63.15% of employees are satisfied, 10.52% of employees are neutral, 10.52% of employees are dissatisfied and 5.263 of employees are extremely dissatisfied with the salary they are receiving.
Validity Biometric Sensors: From the table it is inferred that 7.547% of employees are extremely satisfied, 45.28% of employees are satisfied, 41.5% of employees are neutral and 5.66% of employees are dissatisfied with the salary they are receiving.
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12. Are you satisfied with the benefits offered by your organization?
25
23
21
20 Extremely Satisfied
15
12 10 5 5 2 0 0 Validity 2 1
Satisfied Neutral Dissatisfied Extremely Dissatisfied
6
0
3M Hyderabad
Interpretation:
3M Hyderabad: From the table it is inferred that 10.52% of employees are extremely satisfied, 63.15% of employees are satisfied and 26.31% of employees are neutral with the benefits offered by your organization.
Validity Biometric Sensors: From the table it is inferred that 11.32% of employees are extremely satisfied, 43.39% of employees are satisfied, 39.62% of employees are neutral, 3.77% of employees are dissatisfied and 1.88% of employees are extremely dissatisfied with the benefits offered by your organization.
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13. Are you satisfied with the pay for performance standards?
25
25 21 20 Extremely Satisfied 15 11 10 6 5 2 0 0 3M Hyderabad Validity 0 3 2 Satisfied Neutral Dissatisfied Extremely Dissatisfied
1
Interpretation:
3M Hyderabad: From the table it is inferred that 57.89% of employees are satisfied, 31.57% of employees are neutral and 10.5% of employees are dissatisfied with the pay for performance standards.
Validity Biometric Sensors: From the table it is inferred that 5.76% of employees are extremely satisfied, 48.07% of employees are satisfied, 40.38% of employees are neutral, 3.846% of employees are dissatisfied and 1.92% of employees are extremely dissatisfied with the pay for performance standards.
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14. Are you satisfied with the communication channel between your boss / supervisor?
35 30
33
25
Extremely Satisfied 20 15 10 5 1 0 3M Hyderabad Validity 4 1 0 4 2 0 13 14 Satisfied Neutral Dissatisfied Extremely Dissatisfied
Interpretation:
3M Hyderabad: From the table it is inferred that 5.26% of employees are extremely satisfied, 68.42% of employees are satisfied, 26.41% of employees are neutral and 5.263% of employees are dissatisfied with the communication channel between your boss / supervisor.
Validity Biometric Sensors: From the table it is inferred that 7.547% of employees are extremely satisfied, 62.26% of employees are satisfied, 26.41% of employees are neutral and 3.77% of employees are dissatisfied with the communication channel between your boss / supervisor.
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15. Do you think retention is tougher now a day?
Organization No 3M Hyderabad Validity 3 9 41 53 0 2 Yes 17 Total 19
Total
3
11
58
72
Interpretation:
3M Hyderabad: It is inferred that 89.47% of employees are thinking that retention is tougher and 10.52% of employees are thinking that retention is not tougher.
Validity Biometric Sensors: It is inferred that 77.35% of employees are thinking that retention is tougher and 16.98% of employees are thinking that retention is not tougher.
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16. Among the following give the critical / important factor that makes you work for the organization?
30 25
28
Appraisals 20 Pay Structure 15 10 5 1 0 3M Hyderabad Validity 1 13 Promotions Training and Development
7 5 5
6
Interpretation:
3M Hyderabad: From the table it is inferred that 38.88% of employees are willing to stay in organization due to appraisals, 27.77% are willing to stay in organization due to pay structure, 5.55% are willing to stay in organization due to promotions and 27.77% are willing to stay in organization due to Training and development.
Validity Biometric Sensors: From the table it is inferred that 12.5% of employees are willing to stay in organization due to appraisals, 27.08% are willing to stay in organization due to pay structure, 2.08% are willing to stay in organization due to promotions and 58.33% are willing to stay in organization due to Training and development.
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17. Which do you think the best policy for employee retention?
20 18 16 14 12 9
19
15 Appraisals
12
Pay Structure
10
8
Promotions
4 4 Training and Development
6
4 2 0
3
3
3M Hyderabad
Validity
Interpretation:
3M Hyderabad: From the table it is inferred that 47.36% of employees are thinking that appraisals is the best policy for employee retention, 21.05% of employees are thinking that pay structure is the best policy for employee retention, 15.7% of employees are thinking that promotions is the best policy for employee retention and 15.7% of employees are thinking that training and development is the best policy for employee retention.
Validity Biometric Sensors: From the table it is inferred that 38% of employees are thinking that appraisals is the best policy for employee retention, 30% of employees are thinking that pay structure is the best policy for employee retention, 8% of employees are thinking that promotions is the best policy for employee retention and 24% of employees are thinking that training and development is the best policy for employee retention.
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18. What are some frustrations you experienced in performance and execution of your job responsibility?
3M Hyderabad: ? ? ? Less pay. Not providing sufficient time to complete the task. Sometimes late response from senior management which will cause delay in execution of a project.
Validity Biometric Sensors: ? ? ? ? ? ? ? ? ? ? ? Providing the same type of work every time. Sometimes they won’t provide sufficient time to complete the task. To train team members who were not interested to learn things and repeating of training and blamed by boss for unnecessary things in which there is no fault from employee end. No proper training and knowledge transfer. Extended work hours. Appraisal system. Sometimes become serious if I won’t get enough recognition for my work. Work load at a time. When the time is less and has to deliver targets. Working Long hours and Weekend works. Not provided sufficient training to do my job well, people at work sometimes de motivates me to work. Frequent shuffling of tasks in a day. We need to prioritize our jobs in a better way and avoid leaving a job abruptly and jumping over to another. Need to give us enough time to read mails and analyze logs before discussing the issues. Should give us enough time to understand the issue before jumping to conclusions about the issues. Delay in assigning the work by my immediate supervisor and pressurizing to complete within the date agreed by him with project team.
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19) Has any one left the organization in past 6 months? If yes what was the reason for leaving?
3M Hyderabad: ? None
Validity Biometric Sensors: ? ? ? ? ? Because of less pay. For some personal needs. Got better pay structure. Better prospects & job opportunities. A Software QA Engineer left the organization. Reason, she was advised bed rest for the rest (8months) of her pregnancy Tenure.
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20. If you want to leave the organization, what would be the reason? 3M Hyderabad: ? ? ? ? ? ? ? ? ? Lack of training, encouragement and recognition – 6.66% Appraisals – 6.66% Education – 13.33% Pay structure – 6.66% Work satisfaction – 13.33% Not interested to leave – 13.33% Promotions – 6.66 Better opportunities – 20% Don’t know – 13.33%
Validity Biometric Sensors: ? ? ? ? ? ? ? ? ? ? ? Lack of training, encouragement and recognition – 8.82% Appraisals – 17.64% Personal reasons – 2.94% Education – 2.94% Job security – 11.76% Pay structure – 14.7% Work satisfaction – 5.88% Not interested to leave – 11.76% Better opportunities – 14.7% Don’t know – 5.88% Same type of work – 2.94%
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Attrition Report - Validity Biometric Sensors
Interpretation:
From the above graph it is inferred that from April 2011 to May 2012 only 3 employees had left the organization.
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Attrition Report – 3M Hyderabad
Interpretation:
From the above graph it is inferred that from April 2011 to May 2012 none of the employee had left the organization.
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STATISTICAL TOOLS - CHI - SQUARE TEST
1) At the organization – Validity Biometric Sensors
To determine whether there is significant difference between the salary received to employee and employee retention. H0: There is no significant difference between the salary received to employee and employee retention. H1: There is significant difference between the salary received to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
4 24 22 3 0 53
7.55 45.28 41.5 5.66 0 100
Expected frequency = 53/5=10.6
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 4 24 22 3 0 (E) 10.6 10.6 10.6 10.6 10.6 43.56 179.56 129.96 57.76 112.36 Total 4.1094 16.939 12.26 5.449 10.6 49.35 (O-E)^2 / E
Calculated chi-square = 49.35 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between salary received and employee retaining in organization.
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1) At the organization - 3M Hyderabad To determine whether there is significant difference between the salary received to employee and employee retention. H0: There is no significant difference between the salary received to employee and employee retention. H1: There is significant difference between the salary received to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
2 12 2 2 1 19
10.52 63.15 10.52 10.52 5.263 100
Expected frequency = 19/5=3.8
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 2 12 2 2 1 (E) 3.8 3.8 3.8 3.8 3.8 3.24 67.24 3.24 3.24 7.84 Total 0.852 17.69 0.852 0.852 2.063 22.309 (O-E)^2 / E
Calculated chi-square = 22.309 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between salary received and employee retaining in organization.
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2) At the organization – Validity Biometric Sensors
To determine whether there is significant difference between the sufficient training given to employee and employee retention. H0: There is no significant difference between the training given to employee and employee retention. H1: There is significant difference between the training given to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
8 24 14 5 2 53
15.09 45.28 26.41 9.43 3.77 100
Expected frequency = 53/5=10.6
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 8 24 14 5 2 (E) 10.6 10.6 10.6 10.6 10.6 6.76 179.56 11.56 31.36 73.96 Total 0.6377 16.939 10.905 2.958 6.977 38.41 (O-E)^2 / E
Calculated chi-square = 38.41 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between training and employee retaining in organization.
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2) At the organization – 3M Hyderabad To determine whether there is significant difference between the sufficient training given to employee and employee retention. H0: There is no significant difference between the sufficient training given to employee and employee retention. H1: There is significant difference between the sufficient training given to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
5 7 5 2 0 19
26.31 36.84 26.31 10.52 0 100
Expected frequency = 19/5=3.8
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 5 7 5 2 0 (E) 3.8 3.8 3.8 3.8 3.8 1.44 10.24 1.44 3.24 14.44 Total 0.38 2.69 0.38 0.85 3.8 8.1 (O-E)^2 / E
Calculated chi-square = 8.1 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square < Tabulated chi square, Therefore, we accept the hypothesis. So, it can be concluded in general that there is no relationship between training and employee retaining in organization.
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3) At the organization – Validity Biometric Sensors To determine whether there is significant difference between the benefits offered by organization to employee and employee retention. H0: There is no significant difference between the benefits offered by organization to employee and employee retention. H1: There is significant difference between the benefits offered by organization to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
6 23 21 2 1 53
11.32 43.39 39.62 3.77 1.88 100
Expected frequency = 53/5=10.6
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 6 23 21 2 1 (E) 10.6 10.6 10.6 10.6 10.6 21.16 153.76 108.16 73.96 92.16 Total 1.99 14.5 10.2 6.97 8.694 42.35 (O-E)^2 / E
Calculated chi-square = 42.35 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between benefits and employee retaining in organization.
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3) At the organization – 3M Hyderabad To determine whether there is significant difference between the benefits offered by organization to employee and employee retention. H0: There is no significant difference between the benefits offered by organization to employee and employee retention. H1: There is significant difference between the benefits offered by organization to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
2 12 5 0 0 19
10.52 63.15 26.31 0 0 100
Expected frequency = 19/5=3.8
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 2 12 5 0 0 (E) 3.8 3.8 3.8 3.8 3.8 3.24 67.24 1.44 14.44 14.44 Total 0.852 17.69 0.37 3.8 3.8 25.51 (O-E)^2 / E
Calculated chi-square = 26.51 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between training and employee retaining in organization.
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4) At the organization – Validity Biometric Sensors To determine whether there is significant difference between the job security in organization and employee retention. H0: There is no significant difference between the job security in organization and employee retention. H1: There is significant difference between the job security in organization and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
4 38 11 0 0 53
7.55 71.79 20.75 0 0 100
Expected frequency = 53/5=10.6
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 4 38 11 0 0 (E) 10.6 10.6 10.6 10.6 10.6 43.56 750.76 0.16 112.36 112.36 Total 4.1 70.82 0.015 10.6 10.6 96.13 (O-E)^2 / E
Calculated chi-square = 96.13 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between job security in organization and employee retaining in organization.
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4) At the organization – 3M Hyderabad To determine whether there is significant difference between the job security in organization and employee retention. H0: There is no significant difference between the job security in organization and employee retention. H1: There is significant difference between the job security in organization and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
4 14 0 1 0 19
21.05 73.68 0 5.26 0 100
Expected frequency = 19/5=3.8
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 4 14 0 1 0 (E) 3.8 3.8 3.8 3.8 3.8 0.04 104.04 14.44 7.84 14.44 Total 0.01 27.37 3.8 2.06 3.8 37.04 (O-E)^2 / E
Calculated chi-square = 37.04 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between job security in organization and employee retaining in organization.
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WEIGHTED AVERAGE METHOD
At the organization - Validity Biometric Sensors 1. Rank the following which are critical to stay in the organization. Reasons Respondents (Xi) Appraisals Pay structure Promotions Training Development Total 48 10 6 13 1 & 28 3 2 4 1 1.8 2.6 0.4 2.8 3 2 4 1 Weightage (Wi) (Wi x Xi) / ? Wi Rank
Interpretation: From the table it is seen that most of the respondents have given first preference to Training and development, second preference to pay structure, third preference to appraisals and fourth preference to promotions with respect to the Reasons that employees are willing to stay in the organization.
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At the organization – 3M Hyderabad 1. Rank the following which are critical to stay in the organization. Reasons Respondents (Xi) Appraisals Pay structure Promotions Training Development Total 18 8 7 5 1 & 5 1 2 3 2 0.87 1.25 0.375 1.25 2 1 3 1 Weightage (Wi) (Wi x Xi) / ? Wi Rank
Interpretation: From the table it is seen that most of the respondents have given first preference to pay structure and training and development, second preference to appraisal and third preference to promotions.
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CHAPTER- VI
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6.1 FINDINGS
Validity Biometric Sensors ? It is inferred that there are 38 employees with the age in between 20-30, 12 employees with the age in between 30-40 and 3 employees with the age in between 40-50. ? It is inferred that there are 23 employees are working with the organization for 1 year but less than 3 years, 23 employees are working with the organization for 3 years but less than 5 years and 7 employees are working with the organization for more than 5 years. ? It is inferred that 7.54% of employees not like their job and 92.45% of employees like their job. ? It is inferred that 92.45% of employees get an opportunity to share their ideas at work and 7.55% of employees didn’t get an opportunity to share their ideas at work. ? From the table it is inferred that 7.7% of employees are extremely satisfied, 75% of employees are satisfied, 13.56% of employees are neutral and 3.85% of employees are dissatisfied with the job satisfaction today compared with a year’s experience. ? From the table it is inferred that 7.55% of employees are extremely satisfied, 71.79% of employees are satisfied and 20.75% of employees are neutral with the job security. ? From the table it is inferred that 11.32% of employees are extremely, 69.81% of employees are satisfied, 16.98% of employees are neutral and 1.88% of employees are dissatisfied with the flexibility of work hours and work load. ? From the table it is inferred that 3.77% of employees are extremely satisfied, 50.94% of employees are satisfied, 33.97% of employees are neutral and 11.32% of employees are dissatisfied with the boss / supervisor’s willingness to promote them. ? From the table it is inferred that 1.88% of employees are extremely satisfied, 62.26% of employees are satisfied, 26.41% of employees are neutral, 7.54% of employees are dissatisfied and 1.88% employees are extremely dissatisfied with the fair reviews given by boss / supervisor’s to them. ? From the table it is inferred that 15.09% of employees are extremely satisfied, 45.28% of employees are satisfied, 26.41% of employees are neutral, 9.43% of employees are dissatisfied and 3.77% of employees are extremely dissatisfied with the sufficient training providing by boss / supervisor’s to them.
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? From the table it is inferred that 7.547% of employees are extremely satisfied, 45.28% of employees are satisfied, 41.5% of employees are neutral and 5.66% of employees are dissatisfied with the salary they are receiving. ? From the table it is inferred that 11.32% of employees are extremely satisfied, 43.39% of employees are satisfied, 39.62% of employees are neutral, 3.77% of employees are dissatisfied and 1.88% of employees are extremely dissatisfied with the benefits offered by your organization. ? From the table it is inferred that 5.76% of employees are extremely satisfied, 48.07% of employees are satisfied, 40.38% of employees are neutral, 3.846% of employees are dissatisfied and 1.92% of employees are extremely dissatisfied with the pay for performance standards. ? From the table it is inferred that 7.547% of employees are extremely satisfied, 62.26% of employees are satisfied, 26.41% of employees are neutral and 3.77% of employees are dissatisfied with the communication channel between your boss / supervisor. ? It is inferred that 77.35% of employees are thinking that retention is tougher and 16.98% of employees are thinking that retention is not tougher. ? From the table it is inferred that 12.5% of employees are willing to stay in organization due to appraisals, 27.08% are willing to stay in organization due to pay structure, 2.08% are willing to stay in organization due to promotions and 58.33% are willing to stay in organization due to Training and development. ? From the table it is inferred that 38% of employees are thinking that appraisals is the best policy for employee retention, 30% of employees are thinking that pay structure is the best policy for employee retention, 8% of employees are thinking that promotions is the best policy for employee retention and 24% of employees are thinking that training and development is the best policy for employee retention. Frustrations faced by employees: ? Providing the same type of work every time. ? Sometimes they won’t provide sufficient time to complete the task. ? To train team members who were not interested to learn things and repeating of training and blamed by boss for unnecessary things in which there is no fault from employee end. ? No proper training and knowledge transfer.
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? Extended work hours. ? Appraisal system. ? Sometimes become serious if I won’t get enough recognition for my work. ? Work load at a time. ? When the time is less and has to deliver targets. ? Working Long hours and Weekend works. ? Not provided sufficient training to do my job well, people at work sometimes de motivates me to work. Frequent shuffling of tasks in a day. We need to prioritize our jobs in a better way and avoid leaving a job abruptly and jumping over to another. Need to give us enough time to read mails and analyze logs before discussing the issues. Should give us enough time to understand the issue before jumping to conclusions about the issues. Delay in assigning the work by my immediate supervisor and pressurizing to complete within the date agreed by him with project team. Reasons for employee who left the organization: ? Because of less pay. ? For some personal needs. ? Got better pay structure. ? Better prospects & job opportunities. ? A Software QA Engineer left the organization. Reason, she was advised bed rest for the rest (8months) of her pregnancy Tenure. If employees want to leave the organization the reasons they will mention are: ? Lack of training. ? Salary. ? Family reasons. ? Pay and benefits. ? Career Enhancement, Job Location, Pay, Benefits. ? Better career prospective. ? If not satisfied the Job either by working nature and appraisal. ? Higher education.
? For change of work.
? Lack of encouragement in all aspects from the organization.
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? No Development in all aspects in the organization. ? It is inferred that from April 2011 to May 2012 only 3 employees had left the organization. ? Validity has special training programs in which every month 3 - 4 employees are sent to head office which is at Sanjose, USA. ? Every month special training officers from Sanjose and Phoenix will visit Validity Biometrics, Hyderabad for training their employees to improve their performance. ? Validity Biometrics has an appraisal system as they are paying 20% hike compared to last year salary. ? Validity Biometrics paid customary bonus two times equal to double the salary in the last financial year .i.e. 2011. ? At the end of year 2010 there are 46 employees on board and 15 employees were recruited in the first 3 months of 2011.
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3M Hyderabad ? It is inferred that there are 13 employees with the age in between 20-30, 5 employees with the age in between 30-40 and 1 employee with the age more than 50. ? It is inferred that there are 15 employees are working with the organization for 1 year but less than 3 years, 2 employees are working with the organization for 3 years but less than 5 years and 2 employees are working with the organization for more than 5 years. ? It is inferred that all employees are like their job. ? It is inferred that 94.73% of employees get an opportunity to share their ideas at work and 5.26% of employees didn’t get an opportunity to share their ideas at work. ? From the table it is inferred that 21.05% of employees are extremely satisfied, 78.95% of employees are satisfied with the job satisfaction today compared with a year’s experience. ? From the table it is inferred that 21.05% of employees are extremely satisfied, 73.68% of employees are satisfied and 5.26% of employees are dissatisfied with the job security. ? From the table it is inferred that 26.31% of employees are extremely satisfied, 47.46% of employees are satisfied and 26.31% of employees are neutral with the flexibility of work hours and work load. ? From the table it is inferred that 21.06% of employees are extremely satisfied, 52.63% of employees are satisfied, 21.05% of employees are neutral and 5.26% of employees are extremely dissatisfied with the willingness of boss / supervisor’s to them. ? From the table it is inferred that 15.78% of employees are extremely satisfied, 57.89% of employees are satisfied, 21.05% of employees are neutral and 5.26% of employees are dissatisfied with the fair reviews given by boss / supervisor’s to them. ? From the table it is inferred that 26.31% of employees are extremely satisfied, 36.84% of employees are satisfied, 26.31% of employees are neutral and 10.52% of employees are dissatisfied with the sufficient training providing by boss / supervisor’s to them. ? From the table it is inferred that 10.52% of employees are extremely satisfied, 63.15% of employees are satisfied, 10.52% of employees are neutral, 10.52% of employees are dissatisfied and 5.263 of employees are extremely dissatisfied with the salary they are receiving.
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? From the table it is inferred that 10.52% of employees are extremely satisfied, 63.15% of employees are satisfied and 26.31% of employees are neutral with the benefits offered by your organization. ? From the table it is inferred that 57.89% of employees are satisfied, 31.57% of employees are neutral and 10.5% of employees are dissatisfied with the pay for performance standards. ? From the table it is inferred that 5.26% of employees are extremely satisfied, 68.42% of employees are satisfied, 26.41% of employees are neutral and 5.263% of employees are dissatisfied with the communication channel between your boss / supervisor. ? It is inferred that 89.47% of employees are thinking that retention is tougher and 10.52% of employees are thinking that retention is not tougher. ? From the table it is inferred that 38.88% of employees are willing to stay in organization due to appraisals, 27.77% are willing to stay in organization due to pay structure, 5.55% are willing to stay in organization due to promotions and 27.77% are willing to stay in organization due to Training and development. ? From the table it is inferred that 47.36% of employees are thinking that appraisals is the best policy for employee retention, 21.05% of employees are thinking that pay structure is the best policy for employee retention, 15.7% of employees are thinking that promotions is the best policy for employee retention and 15.7% of employees are thinking that training and development is the best policy for employee retention. Frustrations faced by employees: ? Less pay. ? Not providing sufficient time to complete the task. ? Sometimes late response from senior management which will cause delay in execution of a project. Reasons for employee who left the organization: ? None If employees want to leave the organization the reasons they will mention are: ? Work satisfaction, hike and Relation with hierarchy. If face one of the problem above these will just leave the organization ? Pay and Promotion.
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? Pay and Appraisal. ? Not having sufficient work and job satisfaction. ? Lack of training and paying less salary compare with my performance. ? Only at time of retirement. ? From the above graph it is inferred that from April 2011 to May 2012 none of the employee had left the organization. ? 3M Hyderabad has better appraisal system as they are paying 25% hike compared to last year salary and. ? 3M Hyderabad paid customary bonus two times equal to double the salary in the last financial year .i.e. 2011. ? 3M Hyderabad has a best training programs in which for every two months 3 - 4 employees are sent to head office which is at China.
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6.2 RECOMMENDATIONS
? As of now in your organizations only close end appraisals are going on which they are in good shape but I felt in few cases it was not that much agreed by both the parties when I was going through the survey. So I thought if the appraisals are open end then it would be much better than the previous method. ? ? ? ? Provide sufficient time to complete the targets. Responses from senior management should not be delayed, so that the execution of work will be finish in time. The management should provide enough recognition for employee’s performance. Employee should be provided with proper training. Employee should be appreciated for good work. Employee should be motivated to welcome the change. If any changes are brought in to software or any module is added then proper training should be given. ? Employee should be motivated to welcome the change.
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6.3 CONCLUSION
In order to retain the employees within the organization, their complaints should be resolved immediately. Many complaints can become grievances if unnoticed. The Grievance Handling system should be made more efficient in the organization. The employees are valuable assets to the organization retaining them is considered to be more essential. The organization has to motivate the employees. Motivation increases performance level, it lowers employee turnover. Motivation ensures stability of workforce and hence the stability of the organization. The organization has to concentrate in career development of their employees.
From the research study it was concluded that Training and Development was the best retention strategy at Validity Biometric Sensors India Private Limited and appraisal system was the best retention strategy in 3M Hyderabad.
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6.4 CASE STUDY
Reducing Employee Turnover Caused by High Overtime Business: Pretzel manufacturing
Problem: This company was experiencing severe problems with employee turnover. The underlying cause of this turnover problem was excessive overtime. Located in a small town with several other labor intensive companies, the company constantly competes for labor, often operating with less than a full complement of personnel. This staffing shortfall was resulting in substantial overtime which, in turn, created even higher turnover. Overtime policies allowed senior employees to accept or decline overtime work as they saw fit. When the senior employees chose not to work overtime, the newer employees were forced to work tremendous amounts of overtime, especially during the undesirable periods (i.e. on weekends). The high overtime levels meant that new hires frequently worked long stretches of days in a row causing them to seek greener pastures.
Action: Employee preferences: Employees wanted predictability, a choice in the type of schedule they worked, and reasonable time off to spend with their families. Business requirements: A business analysis indicated that considerable productivity improvement would be realized if most of the operation changed from a combination of high production on weekdays and limited production on weekends to moderate, steady production seven days a week. Implementation: In the end, two schedules were implemented. One schedule was a traditional 5-day schedule using 8-hour shifts. The second schedule, used by half of the operation, was a 7-day shift schedule using 12-hour shifts.
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Employees on the 7-day schedule were protected from working a scheduled weekend off. They also received about 10% more income and 78 more days off than those on the 5-day schedule.
Interestingly, the company had no problem filling the employee positions on the 7-day schedule. The increased predictability, income and number of days off actually made the 7-day schedule more popular than the 5-day schedule.
Results: After six months on the new schedule, the workforce was surveyed to provide a ?before and after? picture. Using indices to measure performance, the change is shown below: ? ? ? ? ? ? ? Communication: +5.5% Management’s openness to workforce input: +13.8% Employees feeling that they are a part of the company: +11.9% General quality of work environment: +21.1% Facility rating relative to other companies in the area: +21.2% Schedule predictability: +40.6% Schedule flexibility: +47.5%
These improvements in employee perception regarding the company and the work environment resulted in a greater than 50% reduction in turnover.
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6.5 ARTICLE
Secrets to Keeping Good Employees By: Robin Thompson Employee turnover is expensive. An employer can easily spend $100,000 in exit interviews, severance pay, hiring costs, and lost productivity while training the new hire. Estimations on the turnover expenses of salaried-positions can run high: a journeyman machinist costs $102,796; an automobile company’s human resource manager $133,803; and a fast-food chain-store manager $21,931. Now add on the less obvious costs that come with loss of intellectual capital, decreased morale, increased employee stress, and negative reputation. The impact of these factors to a company’s profitability is significant.
Intrinsic rewards retain employees: Retaining and motivating valuable employees requires employers to evaluate their situation and work environment. The extrinsic rewards are the most tangible—salaries, benefits, promotions yet these incentives alone are not enough. Employees judge the quality of their job on the intrinsic satisfaction (the personal ?reward? they reap from their work), and on whether they feel their work environment is supportive. These factors are powerful predictors of job satisfaction, commitment and loyalty, and retention. According to a 1997 survey, ?The National Study of the Changing Workforce,? these characteristics are better predictors of productivity than salary and benefits, if the compensation package is competitive with the marketplace. In that survey, some 2,800 blue - and white- collar workers were questioned about their jobs. Using intrinsic rewards to increase employee commitment and retention is achievable in any organization. While it is both an art and a science, it has basic components of human nature that are fundamental. When these intrinsic approaches are understood and ingrained in the company culture, productive employees remain. Four building blocks need to be cultivated: ? ? ? ? Awareness Trust Spirit Accountability
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Creating commitment Awareness is like maturity. It is recognizing and doing whatever it takes for the common good. It is valuing opinions, and looking for ways to make a situation better. Above all, it is self-knowledge of strengths and weaknesses, and having the confidence to participate without fear of failure. Unaware people continue to do what they have always done. Yet, they expect different results. Teaching employees awareness in business means increasing their understanding in the following areas: profits and losses; the quality of work being done; and the needs of customers or team members. Employers who practice this create a workforce that will be engaged and committed. Rodel, Inc., an electronic industry supplier, planned for 12 percent growth and instead experienced a 50 percent increase. The strain of this growth spurt would have caused some organizations to snap. Instead, the staff remained enthusiastic and the shipping record remained almost perfect. ?Our people have a deep sense of commitment and caring,? CEO Bill Budinger says. Rodel employees’ commitment increased because they knew their efforts were needed and that they were making a positive difference. Retaining employees like this makes for good business. Taking risk Trust is built when people are honest with themselves and with others. According to William Bridges in the book, Managing Transitions, when people have a mutual trust, they are likely to progress. Bridges says that although the technique is easy to explain, it may not be as easy to put into action. Each individual can start by being trustworthy; this will create a trusting, loyal workforce. Trust results from mutual respect and working relationships that are built over time. It provides a foundation for people to extend themselves further and reach for higher goals than they otherwise might. Since security is a basic human need, trust creates an environment where people will take risks. They may risk being vulnerable by sharing an idea or expressing their creativity. These ?risks? lead to innovations or insights that can make the company more successful.
Waving a victory flag: Creating team spirit was exemplified in the recent win of the U.S. Women’s Soccer Team. Before winning the championship, many people did not know this team existed. After the victory, thousands of new fans were seen waving victory flags. In business, team spirit is crucial
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to success. Physician Sales and Service (PSS), a distributor of supplies for doctors’ offices, overcame a potentially disastrous situation. They built a business on extraordinary service that allowed the company to charge a premium. Then came health-care reform and the focus on price. To survive, the company had to become a low-cost provider while maintaining high-service levels. Most companies experience high turnover during similar stressful changes, but not PSS. No one left. They experienced one year of tough times and then rebounded to become the leader in the industry. The hardship galvanized employees toward a shared goal, rather than causing dissension. Their team spirit made these gains possible through mutual participation and effort.
Being accountable: Accountability is an employee’s opportunity to demonstrate their contribution to the company’s success. It represents a willingness to ?step up to the plate? and let their presence be felt. When accountability is expected in work settings, employees assume behaviors necessary to make the organization stronger. Each person is accountable for his or her own success or lack thereof. employees learn to take responsibility for what they do (e.g. functional tasks) and how they do it (e.g. service with a smile). According to Morris Shechtman in his book, working without A Net, accountability provides an essential function: shape individuals as they grow, develop and form as responsible adults. When managers do not hold people accountable they are abandoning their employees. These intrinsic rewards all play a big part in helping retain valued people. When pay and benefits are comparable to the market, it is the intangibles that make for a dedicated workforce. They also create substantial profit for an organization. Although turnover averages vary by industry Disney at a low for theme parks at 15 percent, Internet companies as 28 percent, car dealerships at 60 percent the dollars saved are substantial. The intrinsic efforts of a company are the secret to creating a sound bottom line. Losing just 15 employees for every 100 at $100,000 per employee is math that can make the bottom line of any company sink. Employees know the secret. Unleash their power!
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6.6 BIBLIOGRAPHY
? Micheal Erisman., A deep and thorough exploration of employee engagement, March 30, 2005. ? Mark Murphy., The Deadly Sins of Employee Retention, January 17, 2006. ? Beverly Kaye., Love ‘em or Lose’em: Getting Good People to stay, January 1, 2008. ? Richard P.Finnegan., Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers, October 16, 2009. ? Aswatappa.k., Human Resource Management, McGraw Hill, New Delhi, 2011. ? www.validityinc.com ? www.cogentsystems.com ? www.managementparadise.com ? www.citehr.com
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Research takes place at Validity Biometric Sensors India Private Limited to know about the Retention strategies used by them to retain their employees.
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DECLARATION
I SASANK BANDARUPALLI of Amity Global Business School, Hyderabad hereby declare that this thesis entitled as Effectiveness of Retention Strategies has been compiled by me as an individual doing towards the partial fulfillment of MASTER IN BUSINESS
ADMINISTRATION for the academic year 2011-2013. I have not submitted this report in any other university or institution as such for the award of my degree.
Place
Date:
Sasank Bandarupalli
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BONAFIDE CERTIFICATE
This is to certify that this thesis report titled ?EFFECTIVENESS OF RETENTION STRATEGIES? is the bonafide work of MR. SASANK BANDARUPALLI who carried out the project under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other thesis report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.
Mr. B.V. Subba Rao Company Guide
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BONAFIDE CERTIFICATE
This is to certify that this thesis report titled ?EFFECTIVENESS OF RETENTION STRATEGIES? is the bonafide work of MR. SASANK BANDARUPALLI who carried out the project under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other thesis report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.
Prof. Latha Chakravarthi Faculty Guide
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ACKNOWLEDGEMENT
I would like to express my sincere thanks to all those who gave me the opportunity to complete this thesis and for providing this necessary support to improve my practical knowledge.
I wish to express my deep sense of gratitude and indebtedness to Mr. Rajani Kanth, Director, Validity Biometric Sensors India Private Limited and to Mr. Tirumala Rao, Office Manager, 3M Hyderabad giving an opportunity to complete my summer internship programme (SIP).
I express my sincere gratitude to my company guide and mentor, Mr. Subba Rao, Human Resource manager, Validity Biometric Sensors India Private Limited and Mr. Netaji Rao, Lead Software Engineer, 3M Hyderabad for their encouragement, support and valuable guidance throughout the project duration. In spite of being caught with unending engagements in office, they kept me motivating to try best at all times.
I would also like to thank my faculty guide, Prof. Latha Chakravarthi (Sr. Faculty, HR, OB & Soft skills, Amity Global Business School), for providing me with their constant support and guidance all through the SIP.
A special thanks to all the Validity Biometric Sensors India Private Limited and 3M Hyderabad employees who made the SIP a memorable learning experience.
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INDEX
Particulars Executive Summary Chapter – I 1.1 Introduction 1.2 Need for study 1.3 Objective 1.4 Scope of Study 1.5 Limitations 1.6 Company profile Chapter – II 2.1 Review of Literature Chapter – III 3.1 Hypothesis Chapter – IV 4.1 Research Methodology Chapter – V 5.1 Questionnaire for the research 5.2 Data analysis Chapter – VI 6.1 Findings 6.2 Recommendations 6.3 Conclusion 6.4 Case study 6.5 Article 6.6 Bibliography 78 85 86 87 89 92 33 37 29 27 20 01 02 03 04 05 06 Page numbers
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Executive Summary
The retention of knowledge worker has become extremely critical for the success of a business organization in the present scenario especially in the service sector with lot of people interface. HR department has to play a key role in designing the policies, practices and strategies, which can enable an organization to retain the human resources contributing significantly to the business. The present study examines the phenomenon of Effectiveness on Employee Retention in the Validity Biometric Sensors India Private Limited and 3M Hyderabad in the City of Hyderabad, Andhra Pradesh in order to develop appropriate strategies, which can help the organizations in this sector to retain their valuable talent. The major objectives of the research are to study the employee retention strategies followed in the Validity Biometric Sensors India Private Limited and 3M Hyderabad in the City of Hyderabad, extent of employee attrition prevalent, organization related factors in determining employee retention, relationship between salary received to employees and employee retention, relationship between training given to employees and employee retention, relationship between benefits offered by organization to employees and employee retention and relationship between job security and employee retention. The sample size is 72 (53 respondents from Validity Biometric Sensors and 19 respondents from 3M Hyderabad. The Chi square test and weighted average test are used for evaluation of the data.
The results of the project have been an outcome of a detailed analysis of primary data collected through a survey conducted in the Hyderabad city. The project required me to design questionnaires and conduct a primary survey. The data gathered from the primary survey was coded in a statistical tool called as Statistical Package for Social Science (SPSS) for analysis and to find various strategies used by Validity Biometric Sensors India Private Limited and 3M Hyderabad to retain their employees . From the research study it was concluded that Training and Development was the best retention strategy at Validity Biometric Sensors India Private Limited and appraisal system was the best retention strategy in 3M Hyderabad. The Project helped me enhance my knowledge on the different strategies to retain the employees in an organization. Human Resource concepts learnt i n the classroom were implemented in a real life environment.
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CHAPTER- I
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1.1 INTRODUCTION
Employee turnover is one of the largest though widely unknown costs an organization faces. While companies routinely keep track of various costs such as supplies and payroll, few take into consideration how much employee turnover will cost them: Ernst & Young estimates it costs approximately $120,000 to replace 10 professionals. According to research done by Sibson &Company, to recoup the cost of losing just one employee a fast food restaurant must sell 7,613 combo meals at $2.50 each. Employee turnover costs companies 30 to 50% of the annual salary of entry-level employees, 150% of middle-level employees, and up to 400% for upper level, specialized employees. Now that so much is being done by organizations to retain its employees. Why is retention so important? Is it just to reduce the turn over costs? Well, the answer is a definite no. It’s 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. In this project I tried to cover all the important points that should be kept in mind to retain an employee and conducted a research study through a questionnaire that got filled with all the employees of the Validity Biometric Sensors India Private Limited and 3M Hyderabad, Hyderabad and tried to compare the various Strategies used for retain their employees.
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1.2 NEED FOR THE STUDY
In today’s scenario issues pertaining to employee’s turnover is increasing day by day which affects the growth of the company. Employee’s turnover causes huge loss for the company, as they invest a lot of money in training employees. The study helps to identify the factors causing dissatisfaction, to the employees and thereby reducing the employees exiting in the profession. The primary reason for studying the Retention procedure is to update the retention strategies undertaken by the organization. With Validity Biometric Sensors India Private Limited and 3M Hyderabad expanding across all its verticals, it needs to pay proper attention to the Retention process is all the more important. The need of the project is to analyze and find the factors, which satisfy the needs of its own and wants of various client organizations. In the present scenario, where lots of consultancies are emerging, it is very important for any company to have an edge over the industry in terms of quality and services. Every study is taken up for the fulfillment of some particular need or requirement. This study deals with the topic ?Effectiveness of Retention strategies? in the organization and kind of different Retention procedures being followed to retain an individual in the organizations.
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1.3 OBJECTIVE
? To carry out the study of the employee retention and compare the strategies adopted at Validity Biometric Sensors India Pvt. Ltd and 3M Hyderabad in present competitive environment to help knowing and reading of the minds of the current generation
professionals regarding their compensation, Organizational Climate, Culture, Work atmosphere, management support, Career growth opportunities etc. ? ? To study, identify the causes of attrition, turnover and other related issues and analyze them. To identify the factors which help in motivating the employees and to retain them.
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1.4 SCOPE OF STUDY
By identifying the factors causing employee turnover, the organization can develop and maintain the strategies that help them to retain their employees. This study helps the management to analyze the factors that motivates the employees. By identifying the factors of motivation management may concentrate on those motivating factors in order to create job satisfaction. Providing job satisfaction to the employees will increase employee loyalty which in turn helps the organization to retain their employees. Area of Study: ? ? ? The area of study is confined to employees of Validity Biometric Sensors India Private Limited and 3M Hyderabad, Hyderabad. Population size = 25 from 3M Hyderabad, 63 from Validity Biometric Sensors India Private Limited. Targeted only employees having experience more than a year.
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1.5 LIMITATIONS
? ? ? ? ? ? ? ? ? Time was the main constraint. The project should be completed within stipulated time i.e. June – July 2012. This study is only limited to Validity Biometric Sensors India Private Limited and 3M Hyderabad and is not applicable to other companies. Due to time constraint the study is restricted only to 72 respondents. (53 respondents from Validity and 19 respondents from 3M Hyderabad). Most of the data desired was confidential so could not be accessed directly. The information collected may not be accurate as the sample size is small. Some respondents have not responded to all the questions. Area of the study is confined to the employees in Hyderabad only. The findings of the study are solely based on the information provided by the respondents. Findings of the research may change due to area, demography, age condition of economy etc.
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1.6 COMPANY PROFILE VALIDITY BIOMETRIC SENSORS
Validity is constantly working on developing its broad network of partnerships with key solution providers across numerous market segments in the security eco-system, in order to help provide their customers with complete biometric authentication solutions that are convenient, secure, and reliable. Validity's software and hardware solution provider partners are proven leaders in the development of products that utilize Validity's sensors and LiveFlex® technology and supply biometric authentication solutions across numerous market segments in the PC product and mobile device markets. Validity's commitment to innovation is reflected in its ability to provide the most durable, flexible, high performing, and cost effective products in the biometric fingerprint sensor market. Founded in 2000, and headquartered in San Jose, California, Validity delivers proven, proprietary biometric fingerprint sensor technology for PC products, mobile devices, portable media products, and access control solutions. With a considerable menu of convenient features for everything from password replacement, identity verification, centralized management for corporate network security, and secure wireless transactions for the protection of portable data, and physical access control, Validity puts you in touch with the next step in biometric fingerprint sensor solutions. VISION: "To be the leader in Identity Validation by creating value and convenience for consumer products, services and transactions". MISSION: "To create, enable and provide the most convenient, secure and cost effective solutions for Identity Validation targeted at volume consumer applications" BOARD OF DIRECTORS: Atiq Raza, Chairman, Validity Sensors Inc. Board of Directors. Arjun Gupta, Board Member, Validity Sensors Inc. Nick Mignano, Shankar Chandran, Richard Sanquini, Board Members, Validity Sensors Inc Rob Baxter, Board Member and Chief Executive Officer, Validity Sensors Inc
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PRODUCTS: Validity offers the World's most durable, flexible and highest performing biometric fingerprint sensors for communication and information devices. Their fingerprint sensor solutions are currently shipping in a wide range of consumer, commercial, and enterprise products. Based on patented LiveFlex® Technology, their fingerprint sensor products offer OEMs complete design flexibility to customize cost effective solutions to meet specific requirements for convenient security intended for people in the real world. Fingerprint Sensors for PCs & Peripherals: VFS301 Fingerprint Sensor: The durable and cost-effective VFS301 fingerprint sensor offers lower power, improved performance, a smaller form factor, and key customization options compared to its predecessor, VFS201, resulting in an even better end user experience. Customization options include thin and variable z-heights, the industry's first flush mount capability, and a variety of color options. The mechanical options help make OEM integration easier. Features like flush mount will help provide a better end user experience. Custom color options allow OEMs to match the fingerprint sensor color with the industrial design and look of their devices, satisfying end consumers' desire for improved aesthetics on computer and electronic devices VFS301 continues to provide LiveFlex® Technology's superior durability and industry leading impact resistance. The product consists of a custom silicon chip bonded to a Kapton® plastic flex circuit, known as Chip-On-Flex (COF). Unlike competing technologies, Validity's actual fingerprint sensing area is made of durable plastic, not silicon, and is completely decoupled from the silicon drive chip. VFS301 uses an industry leading patented image reconstruction algorithm from Hyderabad Systems to acquire a high quality fingerprint image. VFS201 Fingerprint Sensor: VFS201 is a durable high performance fingerprint sensor with a small exposed surface. VFS201 is currently shipping in several mass production notebook PCs and PC peripheral devices that are available today. The product consists of a custom silicon chip bonded to a Kapton® plastic flex circuit, known as Chip-On-Flex (COF). The flex circuit is the actual sensor, and captures the unique features of a 3-D fingerprint image using a patented technique to detect and measure the ridges and valleys of a live finger.
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VFS201 uses an industry leading patented image reconstruction algorithm from Hyderabad Systems to acquire a high quality fingerprint image. Secure pad Synaptics SecurePadTM is a complete hardware module that combines Synaptics' industry leading TouchPad with Validity's LiveFlex® fingerprint sensor in one seamless design that's easy to integrate into notebook PCs. This completely flexible solution offers build-to-order (BTO) or configure-to-order (CTO) options - a one stop shop for a total solution. SecurePad is based on Validity's breakthrough LiveFlex® technology that offers unparalleled durability, reliability & performance advantages over other touch silicon sensors. Compatible with the industry's leading biometric security software solutions, SecurePadTM offers OEMs complete flexibility in designing customized module solutions to meet their specific requirements. SecurePad was recognized at International CES 2008 as an Innovations Award Honoree, one of the most esteemed honors in the consumer electronics industry. TECHNOLOGY: Validity's patented LiveFlex® Fingerprint Sensor Technology is a significant improvement over all other fingerprint sensor technologies. LiveFlex® is the foundation for developing fingerprint sensors with the highest levels of performance, durability, cost-effectiveness, and flexibility. LiveFlex® supplies superior image quality with high-frequency RF imaging into the live layer of the finger ? ? ? ? ? ? ? Superior image quality allows sensor to work with any 3rd party matcher. High Frequency (16MHz) RF retrieves the strongest signal from finger. Differential pickup performs essential "noise cancellation". World-class RF receiver coupled with inexpensive multiplexing transmitters enable delivery of full 8 bit grayscale images. 9 bit internal analog to digital (A to D) conversion delivers the broadest dynamic range available. LiveFlex® provides the best images, and the best images deliver the best False Accept / False Reject (FAR/FRR) statistics. RF sensing penetrates deep into the living tissue of a finger.
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LiveFlex® solves durability issues by separating the sensor area from the silicon die, combined with a Kapton® plastic sensing area that is extremely resilient ? ? ? ? ? True Chip-On-Flex (COF) solution: With LiveFlex®, the actual sensor is made of plastic and completely decoupled from the silicon drive chip (ASIC). Users always touch plastic, never silicon. Resilient plastic surface provides industry leading resistance to impact. Kapton® plastic is highly resistant to abrasion, liquids, and chemicals. Delivers resistance to Electro-Static-Discharge (ESD).
LiveFlex® resolves fundamental cost challenges, while maintaining excellent imaging quality ? Moving the fingerprint sensing elements off the silicon die allows Validity to follow a traditional die-shrink product roadmap, unlike direct contact sensors, where the silicon cannot be shrunk to less than the width of an industry standard fingerprint without severely degrading performance. LiveFlex® is the only solution that provides a flexible form factor and a small footprint, along with other unique customization options, providing maximum flexibility for OEM product integration ? ? ? ? Small footprint with ultra flexible z-height options. Multiple standard fingerprint sensor module reference designs. Fingerprint Sensor surface can be colorized to any Pantone® color. Many convenient usability features such as on-screen navigation and scrolling are available as options. PARTNERS & SOLUTION PROVIDERS: Validity is constantly working on developing its broad network of partnerships with key solution providers across numerous market segments in the security eco-system, in order to help provide their customers with complete biometric authentication solutions that are convenient, secure, and reliable. Validity's software and hardware solution provider partners are proven leaders in the development of products that utilize Validity's sensors and LiveFlex® technology and supply
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biometric authentication solutions across numerous market segments in the PC product and mobile device markets. HARDWARE SOLUTION PROVIDERS: Validity's independent hardware vendor (IHV) partners supply durable and reliable fingerprint sensor module hardware solutions for the integration of LiveFlex® fingerprint sensor products into a variety of hardware devices including notebook PCs, PC peripherals, mobile devices such as wireless handsets, and more. The menu of flexible fingerprint sensor module options from Validity's IHV partners includes, but is not limited to, numerous footprint sizes, multiple zheights, surface color options, and integrated module solution options such as the combination of the fingerprint sensor with a touchpad. Hardware solution providers are FINGER PRO, Qcom, QUALCOMM, Synaptics, USI, World Fair. SOFTWARE SOLUTION PROVIDERS: Validity's independent software vendor (ISV) partners are established leaders in the development of software products that supply biometric authentication solutions across numerous market segments. The menu of software application features provided by Validity's ISV partners includes BIOS level security, PC/device logon, password replacement, fast user switching, application launch, secure mobile transactions, protection of device data, centralized management of corporate network security, scalable fingerprint matcher solutions, identity verification for government and military applications, physical access control, and more. Software Solution Providers are BIO-Key International, bioscrypt, HYDERABAD SYSTEMS, DDS, CEELOX, Microsoft, phoenix technologies, SOFTEX. CUSTOMERS: By providing convenient, secure, and reliable fingerprint authentication biometric solutions, Validity continues to meet or exceed the demands of its customers in corporate and consumer PC product and mobile device markets. With Validity's patented LiveFlex® technology, which separates the silicon chip (ASIC) from the fingerprint sensor, Validity is able to meet the ever increasing requirements for durable and reliable solutions. This is why the world's top 2
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notebook PC OEM's are using Validity solutions. Their customers are Acer, DDS, GENERAL DYNAMICS, HP, Silex technology. AWARDS: ? ? ? ? Frost & Sullivan 2009 New Product Innovation of the Year Award: Validity VFS301 Fingerprint Sensor. Frost & Sullivan 2008 Product Differentiation Innovation of the Year Award: Validity LiveFlex® VFS201 Fingerprint Sensor. International CES 2008 Design and Engineering Award Honoree: Synaptics SecurePadTM (TouchPad + Fingerprint Sensor Module). International CES 2007 Design and Engineering Award Honoree: Validity LiveFlex® VFS131 Fingerprint Sensor.
WORLD WIDE LOCATIONS: San Jose, California USA Validity Sensors, Inc. 2001 Gateway Place, Suite 455E San Jose, CA USA 95110
Phoenix, AZ USA Validity Sensors, Inc. 15210 S. 50th Street, Suite 110 Phoenix, AZ 85044
Taipei, Taiwan Validity Sensors, Inc. 10-3 F, No. 408, Ruiguang Road Neihu District, Taipei City 114 Taiwan (R.O.C.)
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Hyderabad, India Validity Sensors, Inc. Block no. 2, 5th floor, White House 6-3-1192/1/1, Kundan Bagh Begumpet Hyderabad - 500 016 A.P. India.
3M HYDERABAD
3M Hyderabad a subsidiary of 3M Company Inc, has delivered the fastest, most accurate, and most sophisticated yet reliable biometric identification solutions in the world. As a world leader, 3M Hyderabad provides first class Automated Biometric Identification Systems, identity management solutions, and biometric access control products to governments, law enforcement agencies, and commercial customers worldwide. 3M Hyderabad is committed to aligning biometric technology and services to solve our customers’ business challenges. Our products can be found at the heart of the largest and fastest automated identification systems in the world. With our extensive knowledge of automated identification in the field of law enforcement, we strive to develop comparison and searching algorithms that are optimized to deliver high performance and robust biometric identification solutions. Employing technology based on over 20 years of advanced research and development, 3M Hyderabad achieves industry-leading field-proven accuracy rates while maintaining rapid response times when searching large biometric databases. 3M Hyderabad has established a reputation for successful deployment of identification systems and identity management solutions that allow for real-time identification of individuals in a wide variety of applications, including: voting, asylum seekers, citizen benefits, identity credentialing, driver licenses, law enforcement, criminal investigations, border security, and others. Mobility has recently become a major business challenge and 3M Hyderabad is bringing mobility to the biometric identification process. 3M Hyderabad mobile products provide for realtime identification results in the field. Our mobile solution, combined with our high-speed biometric matching solution, enhances public safety and increases officer productivity.
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3M Hyderabad delivers cost-effective commercial solutions, including solutions for biometric access control, time and attendance, and handheld portable biometric devices. For the OEM market, 3M Hyderabad’s state-of-the-art products can be integrated to perform all biometric operations. 3M Hyderabad licenses its patented image reconstruction algorithm for linear fingerprint sensors and its field-proven biometric matching engine that can be ported into new or existing products requiring higher security. VISION: Their vision at 3M Hyderabad is to provide the highest quality biometric identification systems, products, and services with unparalleled innovation, accuracy, and speed. They offer our customers state-of-the-art system solutions, allowing them to be leaders in their own fields. 3M Hyderabad is a global biometric identification solutions provider to governments, law enforcement agencies, and commercial enterprises. 3M Hyderabad provides the highest quality identification systems, products and services with leading technology, accuracy and speed. 3M Hyderabad's Automated Fingerprint/Palmprint Identification Systems, or AFIS, enable customers to capture fingerprint and palm print images electronically, encode prints into searchable files, and accurately compare a set of fingerprints/palm prints to a database containing potentially millions of prints in seconds. For over twenty years, we have researched, designed, developed, and marketed fingerprint biometrics technologies that incorporate advanced concepts in fluid dynamics, neural networks, image enhancement, data mining, and massively parallel processing. Our leading-edge software algorithms, integrated with optimized hardware, enable our customers to cost-effectively achieve the industry-leading accuracy rates and performance. We support the latest standards in fingerprint biometrics and have based our systems on cost-effective, industry-standard hardware and software platforms. We are focused on enabling our customers to expand the capabilities of their systems as their biometric needs evolve.
LEADERSHIP AND INNOVATIONS: A Leader in Biometric Identification: Throughout history, fingerprints have been used to establish individual identity. The first known use, in Babylonia and ancient China, was in the third century B.C. In the late 1800s, Sir Edward Henry developed a method to classify fingerprints based on characteristics so that a large
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fingerprint archive could be segmented to provide an efficient method for performing identifications. After this process was introduced at Scotland Yard in 1901, fingerprint searches became a common tool for criminal identification worldwide. With the advent of computerized database systems, this process was somewhat automated beginning in the late 1970s. In the 1990s, 3M Hyderabad provided a technology breakthrough by applying data flow computing for high-speed biometric comparisons. This eliminated the need for segmenting databases with various classifiers that are often unreliable. For the first time, 3M Hyderabad removed the technology barriers which constrained system accuracy, database size, throughput, and response time. Today, 3M Hyderabad is raising the standard to even greater heights. By incorporating concepts from fluid dynamics theory with data flow computing technology, 3M Hyderabad provides proven, cost-effective identification solutions with accuracy and throughput processing never imagined - a new wave of identification technology for the new millennium. Innovations: Commitment to technological leadership requires constant research and development. Building on our leadership of the past decade, we are continually improving our technology in the areas of image processing, neural networks, matching algorithms, fault-tolerant pipeline data flow computing, data compression, encryption / coding, scalable architectures, and user engineering. To validate new technology solutions, real databases with millions of records are utilized with unique simulation tools to scientifically model the universe of possible biometric variations. We offer complete scalable biometric identification systems with over 99.9% accuracy. We have scaled complete systems to a single ASIC chip offering fingerprint, facial, and voice matching at the chip level.
PARTNERSHIPS: As the international leader in biometric technology, 3M Hyderabad honors each customer's unique and diverse culture. By developing close, productive partnerships, 3M Hyderabad is able to provide system solutions that meet, and often exceed, the needs and expectations of our clients. Clients are SIEMENS, IBM, ORACLE, VALIDITY, BLACKBERRY, HP, INTERCEDE, BULL, UNISYS.
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PRODUCTS AND SOLUTIONS: Biometric Capture Devices: CIS 202 - High Speed Dual Iris Scanner CIS 202 is the latest Iris Scanner by 3M Hyderabad. This rugged dual iris capture scanner offers a robust yet low cost solution for rapid and simultaneous iris capture in less than two seconds. This USB-powered scanner enables users to safely capture high resolution iris images, while eliminating intrusive capture position or user discomfort. Compliant with NIST SAP level 40, CIS 202 has near infrared illuminators, LED lighting, and built-in spectral imaging sensitivity control to capture light in the range of 700-900 nanometers. CIS 202 image output meets industry interchange format specifications by supporting ANSI NIST Type-17 records, with raw images conformant to ISO 19794-6 rectilinear image standards. Enclosed in a durable and adjustable casing that meets IP 54 rating, CIS 202's sturdy, handfriendly goggle design is ideal for biometric application such as civil registry enrollment, biometric document issuance, applicant identification, border control, and inmate release management. 3M Hyderabad LiveScan Product Line 3M Hyderabad features a full range of 500 and 1,000 ppi resolutions FBI-certified Live Scan palm print and ten print scanners those are robust yet cost effective. The high-definition optics allow the capture of forensic-quality rolled or flat images that meet the ANSI/NIST and FBI Image Quality Specification (IQS) standards. The easy-to-use software guides the user through the capture process with on-screen prompts and graphical user interface displays. The data entry process is simplified through the use of drop-down menus for selecting descriptive information such as race, sex, hair color, and eye color. This not only speeds up the capture process, but reduces operator errors. With real-time image quality check, sequence verification, auto-center, and auto-contrast functions, the 3M Hyderabad LiveScan capture software ensures the capture of high quality prints. Available in portable, desktop, and full cabinet configurations, the scanners can easily be incorporated into various applications such as applicant fingerprint processing, border control, or inmate booking. 3M Hyderabad Fingerprint Scanners Product Line 3M Hyderabad's fingerprint scanners capture forensic-quality images in a fast, reliable, and easyto-learn way. The advanced optical system enhances ambient light rejection while permitting the
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capture of quality fingerprints from stained, marked, or dark fingers. Images are captured at the rate of 10 frames per second. 3M Hyderabad's fingerprint scanners are available in various models that can capture single flat, single rolled, or dual flat fingerprints. The scanners use a USB connection for both data transfer and power, eliminating excess cables and enabling easy integration into new or existing applications. Software development kits are built on 3M Hyderabad's proven biometric technologies and encompass biometric applications such as fingerprint capture, quality check, WSQ compression, 1:1 verification, and 1:N identification, are available to easily integrate any of the CSD scanners into third-party applications. MOBILE IDENTIFICATION: 3M Hyderabad's High Performance Mobile Identification Solution for BlackBerry® and Pocket PC® devices: Running on a commercially available Personal Digital Assistant (PDA), smartphone or BlackBerry, 3M Hyderabad’s MobileID software delivers the power of an Automated Fingerprint Identification System (AFIS) in a portable, handheld format. When combined with BlueCheck II, 3M Hyderabad’s latest portable capture device, MobileID allows users to quickly and easily perform in-the-field fingerprint identification. BlueCheck II captures high-quality, 500 dpi images and uses Bluetooth technology to transmit the images to the MobileID device. These images can be used in a search against the onboard database or submitted as a NIST package to remote AFISes over a wireless network. Submissions and responses are sent and received via standard wireless technology, such as GPRS, GPRS/EDGE, etc.
CONTACT INFORMATION: 3M Hyderabad 639 N. Rosemead Blvd. Pasadena, CA 91107
Ohio Office 5025 Bradenton Ave, Suite A Dublin, Ohio 43016
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New York Office 1182 Troy Shenectady Road Suite 203 Latham, NY 12110
Federal Sales, Virginia Office 1881 Campus Commons Drive Suite 250 Reston, VA 20191
Williamsburg Office 3300 Acorn St Williamsburg, VA 23188
Austria, EMEA Office Brunner Feldstrasse 63 A-2380 Perchtoldsdorf Austria
India Office Office 120 & 122, Block III, White House, Kundanbagh, Begumpet Hyderabad - 500016 India
London, UK Office 7-9 King Henry Terrace Sovereign Close, The Highway London E1W 3HE United Kingdom
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Ottawa, Canada Office 2460 Lancaster Road Suite 204, Ottawa, Ontario, K1B 4S5 Canada
Beijing Office Suite 708, Ideal Plaza, No.58, West Road, North 4th Ring Road Haidian District Beijing, 100089 China
Shenzhen Office 10/F, Tinwe Industrial Park Phrase 2 Liufang Road No. 6, Area No. 67, Baoan District, Shenzhen 518101 China
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CHAPTER - II
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2.1 REVIEW OF LITRATURE
Employee turnover rates have, within the last several years, become a nationwide epidemic. Employees no longer feel the sense of company loyalty that once existed. By developing multivariate models that combine a number of factors contributing to turnover and empirically testing the models researchers have sought to predict why individuals leave organizations. Many studies are based on only a small number of variables which often only explain a small amount of variability in turnover. Another criticism of turnover studies is that they do not adequately capture the complex psychological processes involved in individual turnover decisions. Meta-analyses’ of Cotton and Tuttle (1986); Hom et al (1992); Griffeth et al (2000); Steer and Ovalle (1984); Tett and Meyer (1993) have simulated a large number of predictors and
antecedents of employee turnover Many studies such as March and Simon(1958); Price and Mueller (1986); Mobley et al.(1979); Sheridan and Abelson’s (1983)etc. have built theoretical models on employee turnover.
Mobley et al (1979), revealed that age, tenure, overall satisfaction, job content, intentions to remain on the job, and commitment were all negatively related to turnover (i.e. the higher the variable, the lower the turnover).
Hom and Griffeth (1995), a meta-analysis of some 800 turnover studies was conducted by Hom andGriffeth, which was recently updated (Griffeth et al, 2000). Their analysis confirmed some well-established findings on the causes of turnover. These include: job satisfaction, organizational commitment, comparison of alternatives and intention to quit.
William M. Mercer, Inc. (1998) discovered, when surveying 206 medium to large companies in 1998, businesses high turnover often lost employees because of dissatisfaction with compensation.
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Kirshenbaum & Mano-Negrin (1999), Research on the impact of unemployment rates as a proxy for actual opportunities in employee turnover revealed that unemployment rates affected the jobsatisfaction/turnover intent relationship but not actual turnover.
Elangovan (2001), noted that the notion of job satisfaction and organizational commitment being causally related has not been incorporated in most turnover models. His study indicated there were strong causal links between stress and satisfaction (higher stress leads to lower satisfaction) and between satisfaction and commitment (lower satisfaction leads to lower commitment). He further noted a reciprocal relationship between commitment and turnover intentions.
Boxall et al (2003), in New Zealand confirmed the view that motivation for job change is multidimensional and that no one factor will explain it.
Dr. Jac Fitz-enz, Founder & CEO, Human Capital Source, His concept of pull versus push factors is a great insight. Many people are not pulled out of an organization by a better offer. They are pushed to the door so that when a better offer comes along it is easy to take the last step across the threshold. From selection for fit, to on-the-job support, to being valued, the organization has the power to keep almost anyone they want.
Leigh Branham, explains about the 7 Hidden Reasons Employees Leave, they are ? ? ? ? ? ? ? The Job or Workplace Was Not as Expected. The mismatch between job and person. Too little coaching and feedback. Too few growth and advancement opportunities. Feeling devalued and unrecognized. Stress from overwork and work-life imbalance. Loss of trust and confidence in senior leaders.
Murphy and partner Burgio-Murphy work from the ground up, using a vast survey of 100,000 business leaders (mid-level up to senior) to build a picture of what employment and HR strategies help minimize the risk of a good employee moving on. (The people they interviewed
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were responsible for 20,000 hires during the survey period - and the success of these was tracked over time.) The authors highlight five top reasons why organizations have a demonstrably poor retention rate of new employees. In order the reasons for 'moving on' are; ? ? ? ? ? Coachability (26%): The ability to accept and implement feedback from bosses, colleagues, customers and others. Emotional Intelligence (23%): The ability to understand and manage one's own emotions, and accurately assess others' emotions. Motivation (17%): A sufficient drive to achieve one’s full potential and excels in the job. Temperament (15%): Attitude and personality suited to the particular job and work environment. Technical Competence (11%): Functional or technical skills required to do the job.
In hindsight, many interviewers look back and realize that they saw the signs back at the interview stage, but were perhaps distracted by other issues - the technical competencies, the need to fill the gap quickly - and this volume encourages managers and supervisors to help employees operate more functionally within the organization. The inherent argument in this book is that employees are often "left to their own devices" once they're hired, and yet with some simple interventions, (a little shoving and tugging) in the form of coaching, mentoring and discussion in the above skills, the outcome can be happy for all parties.
A deep and thorough exploration of employee engagement, by Michael Erisman (March 30, 2005), says that why employees leave, and several comprehensive studies are summarized here to help dissect the real reasons your company may be losing talent. When it comes to determining the real reasons for dissatisfaction, and eventual disengagement from your company, some of the key reasons center around "mismatch" between the job and the person, and basic leadership failures around coaching, feedback, value, recognition, trust, confidence in leadership, and a lack of a career development opportunity. The Employment Policy Foundation (EPF) (2004), highlights that ?for the twelve months ending August 2004, average employee turnover costs reached $13, 355, up 6.8 percent from its December 2002 level? (p. 2). The voluntary employee turnover rates released by the U. S.
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Department of Labor in November, 2004 paint a similar picture. According to the Bureau of Labor Statistics, there was an overall average increase in employee turnover in the U. S. from 19.2% in 2003 to 20.2% in 2004. Weinberg (1997) reports that ?too many service companies face employee turnover rates of 50 percent to 100 percent per year or even higher?. Kay (2000), justifies such costs in ?advertising and recruiting expenses, orientation and training of the new employee, decreased productivity until the new employee is up to speed, and loss of customers who were loyal to the departing employee? . The costs mentioned above touch upon another area of concern: productivity. When a high rate of employee turnover exists, most of the workforce is at an entry level stage of production. A very high cost is associated with large numbers of employees who have not reached full productivity. This cycle continues with very few employees performing at maximum productivity. According to the Harvard Management Update (June, 1988), ?nine of ten managers think people stay or go because of money. We know that’s not the case. Money and perks matter, but employees tell us again and again that what they want most are challenging, meaningful work, good bosses, and opportunities for learning and development?. Weinberg (1997), states that ?Most companies relied in the past on two traditional strategies for managing turnover. First, they raised wages until the situation stabilized. If that didn’t work, they increased training budgets for new hires and first-level supervisors. These solutions don’t work anymore. Especially misleading is the myth that paying low-wage service workers and extra $.25 or $.50 per hour will dramatically reduce turnover rates. Even if higher pay rates were economically feasible-the extra few dollars has little influence on workers. Investments in training don’t always pay off either. Training course content tends to assume that today’s lowwage service workers live in stable homes, meet minimal educational standards, and share the employer’s behavioral expectations?. Klienman, (2000), says that the training and orientation process is a new hire’s first impression of the organizational environment, and therefore a critical period. In fact, ?a study at corning Glass found new employees who went through a positive orientation were 69% more likely to be with the company three years later than those who did not. A similar study at Texas Instruments
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concluded that employee’s who were carefully oriented to the company, and their jobs, reached full productivity two months sooner than those who weren’t?. The Deadly Sins of Employee Retention by Mark Murphy, this book states that ?A Leadership IQ study found that 47% of high performers are actively seeking other jobs while an additional 44% are passively looking. Every organization wants to retain their employees, especially their best employees. But most leaders are making mistakes. We studied more than 100,000 leaders to identify the Deadly Sins of Employee Retention. These are the five mistakes that can destroy the retention efforts of organizations and their leaders. This book will challenge some of the most entrenched and misguided beliefs about employee retention. We'll show you how to avoid the Deadly Sins of Employee Retention and teach you five cutting-edge strategies for keeping your best people. Individual leaders and entire organizations can transform their retention efforts immediately?.
Love 'em or Lose 'em: Getting Good People to Stay by Beverly Kaye (2008), this book states that ?With replacement costs high and start-up time critical, employee retention is more valuable than ever. This best-selling guide provides 26 strategies to keep talented employees happy and productive. Citing research and experience with dozens of organizations, the authors present many examples of how today's companies have applied their retention strategies and increased their retention rates. The chapters are arranged alphabetically, from "Ask" to "Zenith." Each chapter includes a series of to-do lists, company examples, and an "alas" story drawn from the authors' personal experiences. This edition features new tips and to-do lists, new stories, and additional research from the media and from the authors' own extensive database. There are also three new appendices: a troubleshooting guide, a guide to saying "thank you" in the workplace, and a reading group guide?.
Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers by Richard P. Finnegan (2009) How do organizations keep the workers they want? Until now, employee retention strategies have been based on instincts rather than research. With no firm body of knowledge to use as a guide, employee turnover has been a problem for all organizations. This book is the first to offer
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a top-to-bottom, organization-wide retention action plan. Many organizations lose employees and profits because they don't know which processes to put into place to cut employee turnover. They speak of building retention cultures but don't know who should do what and when. This hands-on tactical guide gives those answers, providing specific strategies and tactics backed by the author's own research and on-site experience. It is essential reading for all types of organizations-large or small, public or private, with high concentrations of low-skilled or high skilled workers, and across multiple industries. Also addressed is how to retain your highperforming workers in slow economic times. If you are losing workers you want to keep, this book will tell you how to put retention solutions in place across Read this book with a pen in your hand. Circle ideas you like, strike through those you don't, and make notes as to how you can apply these tactics in your company. Then pass it on to a colleague and ask her to do the same. Stir up your company's thinking on employee retention so progress happens, fast.
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CHAPTER- III
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3.1 HYPOTHESIS
STATEMENT OF THE PROBLEM: After detailed review of studies were collected from different sources, it is highly useful to formulate the hypotheses for the present research. The present study is aimed to find the different retention strategies in Validity Biometric Sensors India private Limited and 3M Hyderabad. HYPOTHESES: Based on availability of review of literature in the field of recruitment and selection the investigator has formulated the following hypotheses for the present study and they are as follows: 1. H0: There is no significant difference between the salary received to employee and employee retention. H1: There is significant difference between the salary received to employee and employee retention. 2. H0: There is no significant difference between the sufficient training given to employee and employee retention. H1: There is significant difference between the sufficient training given to employee and employee retention. 3. H0: There is no significant difference between the benefits offered by organization to
employee and employee retention. H1: There is significant difference between the benefits offered by organization to employee and employee retention. 4. H0: There is no significant difference between the job security in organization and employee retention. H1: There is significant difference between the job security in organization and employee retention.
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CHAPTER- IV
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4.1 RESEARCH METHODOLOGY In everyday life human being has to face many problems viz. social, economical, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out. Research was carried out at Validity Biometric Sensors India Pvt. Ltd and 3M Hyderabad to find out the ?Retention Strategies? used by them. Questionnaire Design: The questionnaire framed for the research study is an Unstructured questionnaire in which all the questions are predetermined before conducting the survey. The forms of question are of both closed and open type. The types of questions are: Demographic questions - 4 Dichotomous scale (Yes or No) - 3 Likert 5 point scale (Extremely Satisfied, Satisfied, Neutral, Dissatisfied, Extremely Dissatisfied) - 10 Multiple choice questions - 4 Open end questions - 3 The questionnaire for the research was framed in a clear manner such that it enables the respondents to understand and answer the question easily. The questionnaire was designed in such a way that the questions are short and simple and is arranged in a logical manner. Sampling Technique: The sampling technique chosen for this study is ?Convenience Sampling? DATA COLLECTION METHOD: Primary data is collected with the help of questionnaire which is finalized by the faculty and company guide. The data is collected and analyzed using various graphs and statistical tools and will be presented in the form of a report at the end of the study. An analysis of the data is made to consolidate the retention procedures in the company.
Secondary data is collected through company records.
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ANALYSIS OF DATA: The data collected was analyzed by using statistical tools like: 1) Simple percentage analysis 2) Bar graphs 3) Crosstabs STATISTICAL TOOLS USED: 1) Chi- square analysis 2) Weighted average method
CHI - SQUARE TEST Chi – square test is an important non – parametric test and as such no test is necessary in respect of the type of population. We required only the degree of freedom (implicit of course the size of the sample) for using this test. As a non – parametric test, Chi – square can be used (i) as a test of goodness of fit and (ii) as a test of independence. Since the researcher used test of independence only the details about test of independence is given below.
TEST OF INDEPENDENCE: Chi – square test enables us to explain whether or not two attributes are associated. In order be may apply the chi – square test either as a test to judge the significance of association between attributes, it is necessary that the observe as well as theoretical or expected frequencies must be grouped in the same way and theoretical distribution must be adjusted to give the same total frequency as we find in case of observe distribution. Karl Pearson developed a test for testing the significance of discrepancy between experimental values and the theoretical values obtained under some theory or hypothesis. This test is known as Chi – square test of goodness of fit. Karl Pearson proved that statistic Chi square = ? (O-E) ^2 / E O – Observed frequency E- Expected frequency Chi – square is used to test whether difference between observed and expected frequencies are frequent. To find Chi – square table value degree of freedom should be calculated. Degree of
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freedom is calculated using the formula (r – 1) (c -1). The table value for this degree of freedom is seen using 5% or 1% of significant level. If Chi – square table value is greater than calculated Chi – square value, Null hypothesis is accepted or null hypothesis is rejected. In this study the chi-square test the table value has taken @ 5% level of significance.
WEIGHTED AVERAGE METHOD Weighted average can be defined as an average whose components aggregate of the products are divided by the total of weights. One of the imitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. In certain cases relative importance of all the items in the distribution is not the same where the importance of the items varies. It is essential to allocate weight applied but may vary in different cases. Thus weight age is a number standing for the relative importance of items.
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CHAPTER- V
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5.1 QUESTIONNAIRE FOR THE RESEARCH
Questionnaire intended to know the employee perception towards the retention policies provided by your organization. Kindly express your free frank opinion. Your choice is important. Put a tick mark ( ) in group A and encircle the answer in group B * Required
(A) Demographic Gender *
? ?
Male Female
Age *
? ? ? ?
20-30 30-40 40-50 More than 50
Organization * Company name where you are working
Designation *
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(B) Please indicate the extent to which you agree on each of the following statement
1) Are you a fresher or a experienced employee?
Fresher
Experience
2) How long have you been working for the organization?
1 year but less than 3 years 3) Do you like your job?
3 years but less than 5 years
More than 5 years
Yes
No
4) Do you get an opportunity to share your ideas at work?
Yes
No
5) Compared with an year's experience in the organization, how would you describe your overall job satisfaction today?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
6) Are you satisfied with the job security?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
7) Are you satisfied with the flexibility of work hours and work load?
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Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
8) Boss / supervisor's willingness to promote you?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
9) Boss / supervisor's gives you fair reviews?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
10) Boss / supervisor's make sure you have sufficient training?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
11) Are you satisfied with the salary you are receiving?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
12) Are you satisfied with the benefits offered by your organization?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
13) Are you satisfied with the pay for performance standards?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
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14) Are you satisfied with the communication channel between your boss / supervisor?
Extremely Satisfied Dissatisfied
Satisfied
Neutral
Dissatisfied
Extremely
15) Do you think retention is tougher now a day?
Yes
No
16) Among the following give the critical / important factor that makes you work for the organization?
Pay structure
Appraisals
Promotions
Training and Development
17) Which you think the best policy for employee retention?
Pay structure
Appraisals
Promotions
Training and Development
18) What were some frustrations you experienced in performance and execution of your job responsibility? ……………………………………………………………………………………………… ……………………………………………………………………………………………… 19) Has any one left the organization in past 6 months? If yes what was the reason for leaving? ……………………………………………………………………………………………… …………………………………………………………………………………………… 20) If you want to leave the organization, what would be the reason? ……………………………………………………………………………………………… ………………………………………………………………………………………………
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5.2 DATA ANALYSIS
As per questionnaire
Employee statistics in an organization
Age More than Organization 3M Hyderabad Total Validity Female Male Total Total Female Male Total Gender Female Male 20-30 6 7 13 10 28 38 16 35 51 30-40 2 3 5 4 8 12 6 11 17 0 3 3 0 3 3 0 1 1 40-50 50 0 1 1 Total 8 11 19 14 39 53 22 50 72
Interpretation:
3M Hyderabad: It is inferred that there are 13 employees with the age in between 20-30, 5 employees with the age in between 30-40 and 1 employee with the age more than 50.
Validity Biometric Sensors: It is inferred that there are 38 employees with the age in between 20-30, 12 employees with the age in between 30-40 and 3 employees with the age in between 4050.
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2) How long have you been working for the organization?
Organization 3M Gender 1 year but less than 3 years Total 3 years but less than 5 years Total More than 5 years Female Male Total Total Female Male Total Female Male Female Male Hyderabad 7 8 15 0 2 2 1 1 2 8 11 19 Validity 4 19 23 8 15 23 2 5 7 14 39 53 Total 11 27 38 8 17 25 3 6 9 22 50 72
Interpretation:
3M Hyderabad: It is inferred that there are 15 employees are working in between 1 year to 3 years, 2 employees are working in between 3 years to 5 years and 2 employees are working for more than 5 years with the organization.
Validity Biometric Sensors: It is inferred that there are 23 employees are working in between 1 year to 3 years, 23 employees are working in between 3 years to 5 years and 7 employees are working for more than 5 years with the organization.
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3) Do you like your job?
Organization No 3M Hyderabad 0 Yes 19 Total 19
Validity
4
49
53
Total
4
68
72
Interpretation: 3M Hyderabad: It is inferred that all employees are like their job.
Validity Biometric Sensors: It is inferred that 7.54% of employees not like their job and 92.45% of employees like their job.
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4) Do you get an opportunity to share your ideas at work?
4) Do you get an opportunity to share your ideas at work? No Organization 3M Hyderabad 1 Yes 18 Total 19
Validity
4
49
53
Total
5
67
72
Interpretation: 3M Hyderabad: It is inferred that 94.73% of employees get an opportunity to share their ideas at work and 5.26% of employees didn’t get an opportunity to share their ideas at work.
Validity Biometric Sensors: It is inferred that 92.45% of employees get an opportunity to share their ideas at work and 7.55% of employees didn’t get an opportunity to share their ideas at work.
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5) Compared with a year’s experience in the organization, how would you describe your overall job satisfaction today?
45 40 35 30 Extremely Satisfied 25 20 15 15 10 5 0 3M Hyderabad Validity 4 0 0 0 4 2 0 7 Satisfied Neutral Dissatisfied Extremely Dissatisfied 39
Interpretation:
3M Hyderabad: From the table it is inferred that 21.05% of employees are extremely satisfied, 78.95% of employees are satisfied with the job satisfaction today compared with a year’s experience.
Validity Biometric Sensors: From the table it is inferred that 7.7% of employees are extremely satisfied, 75% of employees are satisfied, 13.56% of employees are neutral and 3.85% of employees are dissatisfied with the job satisfaction today compared with a year’s experience.
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6. Are you satisfied with the job security?
40 35 30 25 20 15 10 5 0 3M Hyderabad 4 0 1 0 4 14
38
Extremely Satisfied Satisfied Neutral Dissatisfied 11 Extremely Dissatisfied
0 Validity
0
Interpretation:
3M Hyderabad: From the table it is inferred that 21.05% of employees are extremely satisfied, 73.68% of employees are satisfied and 5.26% of employees are dissatisfied with the job security.
Validity Biometric Sensors: From the table it is inferred that 7.55% of employees are extremely satisfied, 71.79% of employees are satisfied and 20.75% of employees are neutral with the job security.
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7. Are you satisfied with the flexibility of work hours and work load?
40 35 30 25 20 15 10 9
37
Extremely Satisfied
Satisfied Neutral Dissatisfied Extremely Dissatisfied 9
5
5
5 0 0
6 1 Validity
0
0 3M Hyderabad
Interpretation:
3M Hyderabad: From the table it is inferred that 26.31% of employees are extremely satisfied, 47.46% of employees are satisfied and 26.31% of employees are neutral with the flexibility of work hours and work load.
Validity Biometric Sensors: From the table it is inferred that 11.32% of employees are extremely, 69.81% of employees are satisfied, 16.98% of employees are neutral and 1.88% of employees are dissatisfied with the flexibility of work hours and work load.
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8. Boss / supervisor’s willingness to promote you?
30 25 20 15 10 10
27
18
Extremely Satisfied Satisfied Neutral
Dissatisfied
Extremely Dissatisfied 6
5 0
4
4 0 1 2 0 Validity
3M Hyderabad
Interpretation:
3M Hyderabad: From the table it is inferred that 21.06% of employees are extremely satisfied, 52.63% of employees are satisfied, 21.05% of employees are neutral and 5.26% of employees are extremely dissatisfied with the willingness of boss / supervisor’s to them.
Validity Biometric Sensors: From the table it is inferred that 3.77% of employees are extremely satisfied, 50.94% of employees are satisfied, 33.97% of employees are neutral and 11.32% of employees are dissatisfied with the boss / supervisor’s willingness to promote them.
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9. Boss / supervisor’s give you fair reviews?
35 30 25
33
Extremely Satisfied 20 15 11 10 5 0 3M Hyderabad Validity 3 4 1 4 14 Satisfied Neutral Dissatisfied Extremely Dissatisfied
0
1
1
Interpretation:
3M Hyderabad: From the table it is inferred that 15.78% of employees are extremely satisfied, 57.89% of employees are satisfied, 21.05% of employees are neutral and 5.26% of employees are dissatisfied with the fair reviews given by boss / supervisor’s to them.
Validity Biometric Sensors: From the table it is inferred that 1.88% of employees are extremely satisfied, 62.26% of employees are satisfied, 26.41% of employees are neutral, 7.54% of employees are dissatisfied and 1.88% employees are extremely dissatisfied with the fair reviews given by boss / supervisor’s to them.
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10. Boss / Supervisor’s make sure you have sufficient training?
25
24
20
Extremely Satisfied Satisfied Neutral 10 7 5 5 5 8 5 Dissatisfied Extremely Dissatisfied
15
14
2
0 0 3M Hyderabad Validity
2
Interpretation:
3M Hyderabad: From the table it is inferred that 26.31% of employees are extremely satisfied, 36.84% of employees are satisfied, 26.31% of employees are neutral and 10.52% of employees are dissatisfied with the sufficient training providing by boss / supervisor’s to them.
Validity Biometric Sensors: From the table it is inferred that 15.09% of employees are extremely satisfied, 45.28% of employees are satisfied, 26.41% of employees are neutral, 9.43% of employees are dissatisfied and 3.77% of employees are extremely dissatisfied with the sufficient training providing by boss / supervisor’s to them.
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11. Are you satisfied with the salary you are receiving?
25
24 22
20 Extremely Satisfied 15 12 10 4 2 0 3M Hyderabad Validity 2 2 1 Satisfied Neutral Dissatisfied Extremely Dissatisfied 5 3 0
Interpretation:
3M Hyderabad: From the table it is inferred that 10.52% of employees are extremely satisfied, 63.15% of employees are satisfied, 10.52% of employees are neutral, 10.52% of employees are dissatisfied and 5.263 of employees are extremely dissatisfied with the salary they are receiving.
Validity Biometric Sensors: From the table it is inferred that 7.547% of employees are extremely satisfied, 45.28% of employees are satisfied, 41.5% of employees are neutral and 5.66% of employees are dissatisfied with the salary they are receiving.
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12. Are you satisfied with the benefits offered by your organization?
25
23
21
20 Extremely Satisfied
15
12 10 5 5 2 0 0 Validity 2 1
Satisfied Neutral Dissatisfied Extremely Dissatisfied
6
0
3M Hyderabad
Interpretation:
3M Hyderabad: From the table it is inferred that 10.52% of employees are extremely satisfied, 63.15% of employees are satisfied and 26.31% of employees are neutral with the benefits offered by your organization.
Validity Biometric Sensors: From the table it is inferred that 11.32% of employees are extremely satisfied, 43.39% of employees are satisfied, 39.62% of employees are neutral, 3.77% of employees are dissatisfied and 1.88% of employees are extremely dissatisfied with the benefits offered by your organization.
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13. Are you satisfied with the pay for performance standards?
25
25 21 20 Extremely Satisfied 15 11 10 6 5 2 0 0 3M Hyderabad Validity 0 3 2 Satisfied Neutral Dissatisfied Extremely Dissatisfied
1
Interpretation:
3M Hyderabad: From the table it is inferred that 57.89% of employees are satisfied, 31.57% of employees are neutral and 10.5% of employees are dissatisfied with the pay for performance standards.
Validity Biometric Sensors: From the table it is inferred that 5.76% of employees are extremely satisfied, 48.07% of employees are satisfied, 40.38% of employees are neutral, 3.846% of employees are dissatisfied and 1.92% of employees are extremely dissatisfied with the pay for performance standards.
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14. Are you satisfied with the communication channel between your boss / supervisor?
35 30
33
25
Extremely Satisfied 20 15 10 5 1 0 3M Hyderabad Validity 4 1 0 4 2 0 13 14 Satisfied Neutral Dissatisfied Extremely Dissatisfied
Interpretation:
3M Hyderabad: From the table it is inferred that 5.26% of employees are extremely satisfied, 68.42% of employees are satisfied, 26.41% of employees are neutral and 5.263% of employees are dissatisfied with the communication channel between your boss / supervisor.
Validity Biometric Sensors: From the table it is inferred that 7.547% of employees are extremely satisfied, 62.26% of employees are satisfied, 26.41% of employees are neutral and 3.77% of employees are dissatisfied with the communication channel between your boss / supervisor.
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15. Do you think retention is tougher now a day?
Organization No 3M Hyderabad Validity 3 9 41 53 0 2 Yes 17 Total 19
Total
3
11
58
72
Interpretation:
3M Hyderabad: It is inferred that 89.47% of employees are thinking that retention is tougher and 10.52% of employees are thinking that retention is not tougher.
Validity Biometric Sensors: It is inferred that 77.35% of employees are thinking that retention is tougher and 16.98% of employees are thinking that retention is not tougher.
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16. Among the following give the critical / important factor that makes you work for the organization?
30 25
28
Appraisals 20 Pay Structure 15 10 5 1 0 3M Hyderabad Validity 1 13 Promotions Training and Development
7 5 5
6
Interpretation:
3M Hyderabad: From the table it is inferred that 38.88% of employees are willing to stay in organization due to appraisals, 27.77% are willing to stay in organization due to pay structure, 5.55% are willing to stay in organization due to promotions and 27.77% are willing to stay in organization due to Training and development.
Validity Biometric Sensors: From the table it is inferred that 12.5% of employees are willing to stay in organization due to appraisals, 27.08% are willing to stay in organization due to pay structure, 2.08% are willing to stay in organization due to promotions and 58.33% are willing to stay in organization due to Training and development.
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17. Which do you think the best policy for employee retention?
20 18 16 14 12 9
19
15 Appraisals
12
Pay Structure
10
8
Promotions
4 4 Training and Development
6
4 2 0
3
3
3M Hyderabad
Validity
Interpretation:
3M Hyderabad: From the table it is inferred that 47.36% of employees are thinking that appraisals is the best policy for employee retention, 21.05% of employees are thinking that pay structure is the best policy for employee retention, 15.7% of employees are thinking that promotions is the best policy for employee retention and 15.7% of employees are thinking that training and development is the best policy for employee retention.
Validity Biometric Sensors: From the table it is inferred that 38% of employees are thinking that appraisals is the best policy for employee retention, 30% of employees are thinking that pay structure is the best policy for employee retention, 8% of employees are thinking that promotions is the best policy for employee retention and 24% of employees are thinking that training and development is the best policy for employee retention.
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18. What are some frustrations you experienced in performance and execution of your job responsibility?
3M Hyderabad: ? ? ? Less pay. Not providing sufficient time to complete the task. Sometimes late response from senior management which will cause delay in execution of a project.
Validity Biometric Sensors: ? ? ? ? ? ? ? ? ? ? ? Providing the same type of work every time. Sometimes they won’t provide sufficient time to complete the task. To train team members who were not interested to learn things and repeating of training and blamed by boss for unnecessary things in which there is no fault from employee end. No proper training and knowledge transfer. Extended work hours. Appraisal system. Sometimes become serious if I won’t get enough recognition for my work. Work load at a time. When the time is less and has to deliver targets. Working Long hours and Weekend works. Not provided sufficient training to do my job well, people at work sometimes de motivates me to work. Frequent shuffling of tasks in a day. We need to prioritize our jobs in a better way and avoid leaving a job abruptly and jumping over to another. Need to give us enough time to read mails and analyze logs before discussing the issues. Should give us enough time to understand the issue before jumping to conclusions about the issues. Delay in assigning the work by my immediate supervisor and pressurizing to complete within the date agreed by him with project team.
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19) Has any one left the organization in past 6 months? If yes what was the reason for leaving?
3M Hyderabad: ? None
Validity Biometric Sensors: ? ? ? ? ? Because of less pay. For some personal needs. Got better pay structure. Better prospects & job opportunities. A Software QA Engineer left the organization. Reason, she was advised bed rest for the rest (8months) of her pregnancy Tenure.
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20. If you want to leave the organization, what would be the reason? 3M Hyderabad: ? ? ? ? ? ? ? ? ? Lack of training, encouragement and recognition – 6.66% Appraisals – 6.66% Education – 13.33% Pay structure – 6.66% Work satisfaction – 13.33% Not interested to leave – 13.33% Promotions – 6.66 Better opportunities – 20% Don’t know – 13.33%
Validity Biometric Sensors: ? ? ? ? ? ? ? ? ? ? ? Lack of training, encouragement and recognition – 8.82% Appraisals – 17.64% Personal reasons – 2.94% Education – 2.94% Job security – 11.76% Pay structure – 14.7% Work satisfaction – 5.88% Not interested to leave – 11.76% Better opportunities – 14.7% Don’t know – 5.88% Same type of work – 2.94%
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Attrition Report - Validity Biometric Sensors
Interpretation:
From the above graph it is inferred that from April 2011 to May 2012 only 3 employees had left the organization.
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Attrition Report – 3M Hyderabad
Interpretation:
From the above graph it is inferred that from April 2011 to May 2012 none of the employee had left the organization.
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STATISTICAL TOOLS - CHI - SQUARE TEST
1) At the organization – Validity Biometric Sensors
To determine whether there is significant difference between the salary received to employee and employee retention. H0: There is no significant difference between the salary received to employee and employee retention. H1: There is significant difference between the salary received to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
4 24 22 3 0 53
7.55 45.28 41.5 5.66 0 100
Expected frequency = 53/5=10.6
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 4 24 22 3 0 (E) 10.6 10.6 10.6 10.6 10.6 43.56 179.56 129.96 57.76 112.36 Total 4.1094 16.939 12.26 5.449 10.6 49.35 (O-E)^2 / E
Calculated chi-square = 49.35 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between salary received and employee retaining in organization.
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1) At the organization - 3M Hyderabad To determine whether there is significant difference between the salary received to employee and employee retention. H0: There is no significant difference between the salary received to employee and employee retention. H1: There is significant difference between the salary received to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
2 12 2 2 1 19
10.52 63.15 10.52 10.52 5.263 100
Expected frequency = 19/5=3.8
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 2 12 2 2 1 (E) 3.8 3.8 3.8 3.8 3.8 3.24 67.24 3.24 3.24 7.84 Total 0.852 17.69 0.852 0.852 2.063 22.309 (O-E)^2 / E
Calculated chi-square = 22.309 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between salary received and employee retaining in organization.
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2) At the organization – Validity Biometric Sensors
To determine whether there is significant difference between the sufficient training given to employee and employee retention. H0: There is no significant difference between the training given to employee and employee retention. H1: There is significant difference between the training given to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
8 24 14 5 2 53
15.09 45.28 26.41 9.43 3.77 100
Expected frequency = 53/5=10.6
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 8 24 14 5 2 (E) 10.6 10.6 10.6 10.6 10.6 6.76 179.56 11.56 31.36 73.96 Total 0.6377 16.939 10.905 2.958 6.977 38.41 (O-E)^2 / E
Calculated chi-square = 38.41 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between training and employee retaining in organization.
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2) At the organization – 3M Hyderabad To determine whether there is significant difference between the sufficient training given to employee and employee retention. H0: There is no significant difference between the sufficient training given to employee and employee retention. H1: There is significant difference between the sufficient training given to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
5 7 5 2 0 19
26.31 36.84 26.31 10.52 0 100
Expected frequency = 19/5=3.8
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 5 7 5 2 0 (E) 3.8 3.8 3.8 3.8 3.8 1.44 10.24 1.44 3.24 14.44 Total 0.38 2.69 0.38 0.85 3.8 8.1 (O-E)^2 / E
Calculated chi-square = 8.1 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square < Tabulated chi square, Therefore, we accept the hypothesis. So, it can be concluded in general that there is no relationship between training and employee retaining in organization.
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3) At the organization – Validity Biometric Sensors To determine whether there is significant difference between the benefits offered by organization to employee and employee retention. H0: There is no significant difference between the benefits offered by organization to employee and employee retention. H1: There is significant difference between the benefits offered by organization to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
6 23 21 2 1 53
11.32 43.39 39.62 3.77 1.88 100
Expected frequency = 53/5=10.6
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 6 23 21 2 1 (E) 10.6 10.6 10.6 10.6 10.6 21.16 153.76 108.16 73.96 92.16 Total 1.99 14.5 10.2 6.97 8.694 42.35 (O-E)^2 / E
Calculated chi-square = 42.35 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between benefits and employee retaining in organization.
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3) At the organization – 3M Hyderabad To determine whether there is significant difference between the benefits offered by organization to employee and employee retention. H0: There is no significant difference between the benefits offered by organization to employee and employee retention. H1: There is significant difference between the benefits offered by organization to employee and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
2 12 5 0 0 19
10.52 63.15 26.31 0 0 100
Expected frequency = 19/5=3.8
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 2 12 5 0 0 (E) 3.8 3.8 3.8 3.8 3.8 3.24 67.24 1.44 14.44 14.44 Total 0.852 17.69 0.37 3.8 3.8 25.51 (O-E)^2 / E
Calculated chi-square = 26.51 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between training and employee retaining in organization.
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4) At the organization – Validity Biometric Sensors To determine whether there is significant difference between the job security in organization and employee retention. H0: There is no significant difference between the job security in organization and employee retention. H1: There is significant difference between the job security in organization and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
4 38 11 0 0 53
7.55 71.79 20.75 0 0 100
Expected frequency = 53/5=10.6
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 4 38 11 0 0 (E) 10.6 10.6 10.6 10.6 10.6 43.56 750.76 0.16 112.36 112.36 Total 4.1 70.82 0.015 10.6 10.6 96.13 (O-E)^2 / E
Calculated chi-square = 96.13 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between job security in organization and employee retaining in organization.
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4) At the organization – 3M Hyderabad To determine whether there is significant difference between the job security in organization and employee retention. H0: There is no significant difference between the job security in organization and employee retention. H1: There is significant difference between the job security in organization and employee retention.
Sno
Options
Number respondents
of Percentage
1 2 3 4 5
Extremely satisfied Satisfied Neutral Dissatisfied Extremely dissatisfied Total
4 14 0 1 0 19
21.05 73.68 0 5.26 0 100
Expected frequency = 19/5=3.8
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Calculation of chi-square Observed frequency Expected frequency (O-E)^2 (O) 4 14 0 1 0 (E) 3.8 3.8 3.8 3.8 3.8 0.04 104.04 14.44 7.84 14.44 Total 0.01 27.37 3.8 2.06 3.8 37.04 (O-E)^2 / E
Calculated chi-square = 37.04 Degree of freedom = (5-1) = 4 degree of freedom at 5 % level of significance. Chi square tabulated = 9.488. Since Calculated chi square > Tabulated chi square, Therefore, we reject the hypothesis. So, it can be concluded in general that there is a relationship between job security in organization and employee retaining in organization.
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WEIGHTED AVERAGE METHOD
At the organization - Validity Biometric Sensors 1. Rank the following which are critical to stay in the organization. Reasons Respondents (Xi) Appraisals Pay structure Promotions Training Development Total 48 10 6 13 1 & 28 3 2 4 1 1.8 2.6 0.4 2.8 3 2 4 1 Weightage (Wi) (Wi x Xi) / ? Wi Rank
Interpretation: From the table it is seen that most of the respondents have given first preference to Training and development, second preference to pay structure, third preference to appraisals and fourth preference to promotions with respect to the Reasons that employees are willing to stay in the organization.
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At the organization – 3M Hyderabad 1. Rank the following which are critical to stay in the organization. Reasons Respondents (Xi) Appraisals Pay structure Promotions Training Development Total 18 8 7 5 1 & 5 1 2 3 2 0.87 1.25 0.375 1.25 2 1 3 1 Weightage (Wi) (Wi x Xi) / ? Wi Rank
Interpretation: From the table it is seen that most of the respondents have given first preference to pay structure and training and development, second preference to appraisal and third preference to promotions.
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CHAPTER- VI
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6.1 FINDINGS
Validity Biometric Sensors ? It is inferred that there are 38 employees with the age in between 20-30, 12 employees with the age in between 30-40 and 3 employees with the age in between 40-50. ? It is inferred that there are 23 employees are working with the organization for 1 year but less than 3 years, 23 employees are working with the organization for 3 years but less than 5 years and 7 employees are working with the organization for more than 5 years. ? It is inferred that 7.54% of employees not like their job and 92.45% of employees like their job. ? It is inferred that 92.45% of employees get an opportunity to share their ideas at work and 7.55% of employees didn’t get an opportunity to share their ideas at work. ? From the table it is inferred that 7.7% of employees are extremely satisfied, 75% of employees are satisfied, 13.56% of employees are neutral and 3.85% of employees are dissatisfied with the job satisfaction today compared with a year’s experience. ? From the table it is inferred that 7.55% of employees are extremely satisfied, 71.79% of employees are satisfied and 20.75% of employees are neutral with the job security. ? From the table it is inferred that 11.32% of employees are extremely, 69.81% of employees are satisfied, 16.98% of employees are neutral and 1.88% of employees are dissatisfied with the flexibility of work hours and work load. ? From the table it is inferred that 3.77% of employees are extremely satisfied, 50.94% of employees are satisfied, 33.97% of employees are neutral and 11.32% of employees are dissatisfied with the boss / supervisor’s willingness to promote them. ? From the table it is inferred that 1.88% of employees are extremely satisfied, 62.26% of employees are satisfied, 26.41% of employees are neutral, 7.54% of employees are dissatisfied and 1.88% employees are extremely dissatisfied with the fair reviews given by boss / supervisor’s to them. ? From the table it is inferred that 15.09% of employees are extremely satisfied, 45.28% of employees are satisfied, 26.41% of employees are neutral, 9.43% of employees are dissatisfied and 3.77% of employees are extremely dissatisfied with the sufficient training providing by boss / supervisor’s to them.
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? From the table it is inferred that 7.547% of employees are extremely satisfied, 45.28% of employees are satisfied, 41.5% of employees are neutral and 5.66% of employees are dissatisfied with the salary they are receiving. ? From the table it is inferred that 11.32% of employees are extremely satisfied, 43.39% of employees are satisfied, 39.62% of employees are neutral, 3.77% of employees are dissatisfied and 1.88% of employees are extremely dissatisfied with the benefits offered by your organization. ? From the table it is inferred that 5.76% of employees are extremely satisfied, 48.07% of employees are satisfied, 40.38% of employees are neutral, 3.846% of employees are dissatisfied and 1.92% of employees are extremely dissatisfied with the pay for performance standards. ? From the table it is inferred that 7.547% of employees are extremely satisfied, 62.26% of employees are satisfied, 26.41% of employees are neutral and 3.77% of employees are dissatisfied with the communication channel between your boss / supervisor. ? It is inferred that 77.35% of employees are thinking that retention is tougher and 16.98% of employees are thinking that retention is not tougher. ? From the table it is inferred that 12.5% of employees are willing to stay in organization due to appraisals, 27.08% are willing to stay in organization due to pay structure, 2.08% are willing to stay in organization due to promotions and 58.33% are willing to stay in organization due to Training and development. ? From the table it is inferred that 38% of employees are thinking that appraisals is the best policy for employee retention, 30% of employees are thinking that pay structure is the best policy for employee retention, 8% of employees are thinking that promotions is the best policy for employee retention and 24% of employees are thinking that training and development is the best policy for employee retention. Frustrations faced by employees: ? Providing the same type of work every time. ? Sometimes they won’t provide sufficient time to complete the task. ? To train team members who were not interested to learn things and repeating of training and blamed by boss for unnecessary things in which there is no fault from employee end. ? No proper training and knowledge transfer.
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? Extended work hours. ? Appraisal system. ? Sometimes become serious if I won’t get enough recognition for my work. ? Work load at a time. ? When the time is less and has to deliver targets. ? Working Long hours and Weekend works. ? Not provided sufficient training to do my job well, people at work sometimes de motivates me to work. Frequent shuffling of tasks in a day. We need to prioritize our jobs in a better way and avoid leaving a job abruptly and jumping over to another. Need to give us enough time to read mails and analyze logs before discussing the issues. Should give us enough time to understand the issue before jumping to conclusions about the issues. Delay in assigning the work by my immediate supervisor and pressurizing to complete within the date agreed by him with project team. Reasons for employee who left the organization: ? Because of less pay. ? For some personal needs. ? Got better pay structure. ? Better prospects & job opportunities. ? A Software QA Engineer left the organization. Reason, she was advised bed rest for the rest (8months) of her pregnancy Tenure. If employees want to leave the organization the reasons they will mention are: ? Lack of training. ? Salary. ? Family reasons. ? Pay and benefits. ? Career Enhancement, Job Location, Pay, Benefits. ? Better career prospective. ? If not satisfied the Job either by working nature and appraisal. ? Higher education.
? For change of work.
? Lack of encouragement in all aspects from the organization.
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? No Development in all aspects in the organization. ? It is inferred that from April 2011 to May 2012 only 3 employees had left the organization. ? Validity has special training programs in which every month 3 - 4 employees are sent to head office which is at Sanjose, USA. ? Every month special training officers from Sanjose and Phoenix will visit Validity Biometrics, Hyderabad for training their employees to improve their performance. ? Validity Biometrics has an appraisal system as they are paying 20% hike compared to last year salary. ? Validity Biometrics paid customary bonus two times equal to double the salary in the last financial year .i.e. 2011. ? At the end of year 2010 there are 46 employees on board and 15 employees were recruited in the first 3 months of 2011.
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3M Hyderabad ? It is inferred that there are 13 employees with the age in between 20-30, 5 employees with the age in between 30-40 and 1 employee with the age more than 50. ? It is inferred that there are 15 employees are working with the organization for 1 year but less than 3 years, 2 employees are working with the organization for 3 years but less than 5 years and 2 employees are working with the organization for more than 5 years. ? It is inferred that all employees are like their job. ? It is inferred that 94.73% of employees get an opportunity to share their ideas at work and 5.26% of employees didn’t get an opportunity to share their ideas at work. ? From the table it is inferred that 21.05% of employees are extremely satisfied, 78.95% of employees are satisfied with the job satisfaction today compared with a year’s experience. ? From the table it is inferred that 21.05% of employees are extremely satisfied, 73.68% of employees are satisfied and 5.26% of employees are dissatisfied with the job security. ? From the table it is inferred that 26.31% of employees are extremely satisfied, 47.46% of employees are satisfied and 26.31% of employees are neutral with the flexibility of work hours and work load. ? From the table it is inferred that 21.06% of employees are extremely satisfied, 52.63% of employees are satisfied, 21.05% of employees are neutral and 5.26% of employees are extremely dissatisfied with the willingness of boss / supervisor’s to them. ? From the table it is inferred that 15.78% of employees are extremely satisfied, 57.89% of employees are satisfied, 21.05% of employees are neutral and 5.26% of employees are dissatisfied with the fair reviews given by boss / supervisor’s to them. ? From the table it is inferred that 26.31% of employees are extremely satisfied, 36.84% of employees are satisfied, 26.31% of employees are neutral and 10.52% of employees are dissatisfied with the sufficient training providing by boss / supervisor’s to them. ? From the table it is inferred that 10.52% of employees are extremely satisfied, 63.15% of employees are satisfied, 10.52% of employees are neutral, 10.52% of employees are dissatisfied and 5.263 of employees are extremely dissatisfied with the salary they are receiving.
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? From the table it is inferred that 10.52% of employees are extremely satisfied, 63.15% of employees are satisfied and 26.31% of employees are neutral with the benefits offered by your organization. ? From the table it is inferred that 57.89% of employees are satisfied, 31.57% of employees are neutral and 10.5% of employees are dissatisfied with the pay for performance standards. ? From the table it is inferred that 5.26% of employees are extremely satisfied, 68.42% of employees are satisfied, 26.41% of employees are neutral and 5.263% of employees are dissatisfied with the communication channel between your boss / supervisor. ? It is inferred that 89.47% of employees are thinking that retention is tougher and 10.52% of employees are thinking that retention is not tougher. ? From the table it is inferred that 38.88% of employees are willing to stay in organization due to appraisals, 27.77% are willing to stay in organization due to pay structure, 5.55% are willing to stay in organization due to promotions and 27.77% are willing to stay in organization due to Training and development. ? From the table it is inferred that 47.36% of employees are thinking that appraisals is the best policy for employee retention, 21.05% of employees are thinking that pay structure is the best policy for employee retention, 15.7% of employees are thinking that promotions is the best policy for employee retention and 15.7% of employees are thinking that training and development is the best policy for employee retention. Frustrations faced by employees: ? Less pay. ? Not providing sufficient time to complete the task. ? Sometimes late response from senior management which will cause delay in execution of a project. Reasons for employee who left the organization: ? None If employees want to leave the organization the reasons they will mention are: ? Work satisfaction, hike and Relation with hierarchy. If face one of the problem above these will just leave the organization ? Pay and Promotion.
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? Pay and Appraisal. ? Not having sufficient work and job satisfaction. ? Lack of training and paying less salary compare with my performance. ? Only at time of retirement. ? From the above graph it is inferred that from April 2011 to May 2012 none of the employee had left the organization. ? 3M Hyderabad has better appraisal system as they are paying 25% hike compared to last year salary and. ? 3M Hyderabad paid customary bonus two times equal to double the salary in the last financial year .i.e. 2011. ? 3M Hyderabad has a best training programs in which for every two months 3 - 4 employees are sent to head office which is at China.
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6.2 RECOMMENDATIONS
? As of now in your organizations only close end appraisals are going on which they are in good shape but I felt in few cases it was not that much agreed by both the parties when I was going through the survey. So I thought if the appraisals are open end then it would be much better than the previous method. ? ? ? ? Provide sufficient time to complete the targets. Responses from senior management should not be delayed, so that the execution of work will be finish in time. The management should provide enough recognition for employee’s performance. Employee should be provided with proper training. Employee should be appreciated for good work. Employee should be motivated to welcome the change. If any changes are brought in to software or any module is added then proper training should be given. ? Employee should be motivated to welcome the change.
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6.3 CONCLUSION
In order to retain the employees within the organization, their complaints should be resolved immediately. Many complaints can become grievances if unnoticed. The Grievance Handling system should be made more efficient in the organization. The employees are valuable assets to the organization retaining them is considered to be more essential. The organization has to motivate the employees. Motivation increases performance level, it lowers employee turnover. Motivation ensures stability of workforce and hence the stability of the organization. The organization has to concentrate in career development of their employees.
From the research study it was concluded that Training and Development was the best retention strategy at Validity Biometric Sensors India Private Limited and appraisal system was the best retention strategy in 3M Hyderabad.
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6.4 CASE STUDY
Reducing Employee Turnover Caused by High Overtime Business: Pretzel manufacturing
Problem: This company was experiencing severe problems with employee turnover. The underlying cause of this turnover problem was excessive overtime. Located in a small town with several other labor intensive companies, the company constantly competes for labor, often operating with less than a full complement of personnel. This staffing shortfall was resulting in substantial overtime which, in turn, created even higher turnover. Overtime policies allowed senior employees to accept or decline overtime work as they saw fit. When the senior employees chose not to work overtime, the newer employees were forced to work tremendous amounts of overtime, especially during the undesirable periods (i.e. on weekends). The high overtime levels meant that new hires frequently worked long stretches of days in a row causing them to seek greener pastures.
Action: Employee preferences: Employees wanted predictability, a choice in the type of schedule they worked, and reasonable time off to spend with their families. Business requirements: A business analysis indicated that considerable productivity improvement would be realized if most of the operation changed from a combination of high production on weekdays and limited production on weekends to moderate, steady production seven days a week. Implementation: In the end, two schedules were implemented. One schedule was a traditional 5-day schedule using 8-hour shifts. The second schedule, used by half of the operation, was a 7-day shift schedule using 12-hour shifts.
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Employees on the 7-day schedule were protected from working a scheduled weekend off. They also received about 10% more income and 78 more days off than those on the 5-day schedule.
Interestingly, the company had no problem filling the employee positions on the 7-day schedule. The increased predictability, income and number of days off actually made the 7-day schedule more popular than the 5-day schedule.
Results: After six months on the new schedule, the workforce was surveyed to provide a ?before and after? picture. Using indices to measure performance, the change is shown below: ? ? ? ? ? ? ? Communication: +5.5% Management’s openness to workforce input: +13.8% Employees feeling that they are a part of the company: +11.9% General quality of work environment: +21.1% Facility rating relative to other companies in the area: +21.2% Schedule predictability: +40.6% Schedule flexibility: +47.5%
These improvements in employee perception regarding the company and the work environment resulted in a greater than 50% reduction in turnover.
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6.5 ARTICLE
Secrets to Keeping Good Employees By: Robin Thompson Employee turnover is expensive. An employer can easily spend $100,000 in exit interviews, severance pay, hiring costs, and lost productivity while training the new hire. Estimations on the turnover expenses of salaried-positions can run high: a journeyman machinist costs $102,796; an automobile company’s human resource manager $133,803; and a fast-food chain-store manager $21,931. Now add on the less obvious costs that come with loss of intellectual capital, decreased morale, increased employee stress, and negative reputation. The impact of these factors to a company’s profitability is significant.
Intrinsic rewards retain employees: Retaining and motivating valuable employees requires employers to evaluate their situation and work environment. The extrinsic rewards are the most tangible—salaries, benefits, promotions yet these incentives alone are not enough. Employees judge the quality of their job on the intrinsic satisfaction (the personal ?reward? they reap from their work), and on whether they feel their work environment is supportive. These factors are powerful predictors of job satisfaction, commitment and loyalty, and retention. According to a 1997 survey, ?The National Study of the Changing Workforce,? these characteristics are better predictors of productivity than salary and benefits, if the compensation package is competitive with the marketplace. In that survey, some 2,800 blue - and white- collar workers were questioned about their jobs. Using intrinsic rewards to increase employee commitment and retention is achievable in any organization. While it is both an art and a science, it has basic components of human nature that are fundamental. When these intrinsic approaches are understood and ingrained in the company culture, productive employees remain. Four building blocks need to be cultivated: ? ? ? ? Awareness Trust Spirit Accountability
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Creating commitment Awareness is like maturity. It is recognizing and doing whatever it takes for the common good. It is valuing opinions, and looking for ways to make a situation better. Above all, it is self-knowledge of strengths and weaknesses, and having the confidence to participate without fear of failure. Unaware people continue to do what they have always done. Yet, they expect different results. Teaching employees awareness in business means increasing their understanding in the following areas: profits and losses; the quality of work being done; and the needs of customers or team members. Employers who practice this create a workforce that will be engaged and committed. Rodel, Inc., an electronic industry supplier, planned for 12 percent growth and instead experienced a 50 percent increase. The strain of this growth spurt would have caused some organizations to snap. Instead, the staff remained enthusiastic and the shipping record remained almost perfect. ?Our people have a deep sense of commitment and caring,? CEO Bill Budinger says. Rodel employees’ commitment increased because they knew their efforts were needed and that they were making a positive difference. Retaining employees like this makes for good business. Taking risk Trust is built when people are honest with themselves and with others. According to William Bridges in the book, Managing Transitions, when people have a mutual trust, they are likely to progress. Bridges says that although the technique is easy to explain, it may not be as easy to put into action. Each individual can start by being trustworthy; this will create a trusting, loyal workforce. Trust results from mutual respect and working relationships that are built over time. It provides a foundation for people to extend themselves further and reach for higher goals than they otherwise might. Since security is a basic human need, trust creates an environment where people will take risks. They may risk being vulnerable by sharing an idea or expressing their creativity. These ?risks? lead to innovations or insights that can make the company more successful.
Waving a victory flag: Creating team spirit was exemplified in the recent win of the U.S. Women’s Soccer Team. Before winning the championship, many people did not know this team existed. After the victory, thousands of new fans were seen waving victory flags. In business, team spirit is crucial
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to success. Physician Sales and Service (PSS), a distributor of supplies for doctors’ offices, overcame a potentially disastrous situation. They built a business on extraordinary service that allowed the company to charge a premium. Then came health-care reform and the focus on price. To survive, the company had to become a low-cost provider while maintaining high-service levels. Most companies experience high turnover during similar stressful changes, but not PSS. No one left. They experienced one year of tough times and then rebounded to become the leader in the industry. The hardship galvanized employees toward a shared goal, rather than causing dissension. Their team spirit made these gains possible through mutual participation and effort.
Being accountable: Accountability is an employee’s opportunity to demonstrate their contribution to the company’s success. It represents a willingness to ?step up to the plate? and let their presence be felt. When accountability is expected in work settings, employees assume behaviors necessary to make the organization stronger. Each person is accountable for his or her own success or lack thereof. employees learn to take responsibility for what they do (e.g. functional tasks) and how they do it (e.g. service with a smile). According to Morris Shechtman in his book, working without A Net, accountability provides an essential function: shape individuals as they grow, develop and form as responsible adults. When managers do not hold people accountable they are abandoning their employees. These intrinsic rewards all play a big part in helping retain valued people. When pay and benefits are comparable to the market, it is the intangibles that make for a dedicated workforce. They also create substantial profit for an organization. Although turnover averages vary by industry Disney at a low for theme parks at 15 percent, Internet companies as 28 percent, car dealerships at 60 percent the dollars saved are substantial. The intrinsic efforts of a company are the secret to creating a sound bottom line. Losing just 15 employees for every 100 at $100,000 per employee is math that can make the bottom line of any company sink. Employees know the secret. Unleash their power!
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6.6 BIBLIOGRAPHY
? Micheal Erisman., A deep and thorough exploration of employee engagement, March 30, 2005. ? Mark Murphy., The Deadly Sins of Employee Retention, January 17, 2006. ? Beverly Kaye., Love ‘em or Lose’em: Getting Good People to stay, January 1, 2008. ? Richard P.Finnegan., Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers, October 16, 2009. ? Aswatappa.k., Human Resource Management, McGraw Hill, New Delhi, 2011. ? www.validityinc.com ? www.cogentsystems.com ? www.managementparadise.com ? www.citehr.com
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