Chapter - I Concept

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CHAPTER – I
CONCEPT
1.1. INTRODUCTION
A business cannot succeed if the human elements are neglected. Manpower

management is most crucial job because “managing is the heart and essence of being a
manager”. Academically three aspects of HRM are:-
Welfare Aspect – working condition and amenities such as canteens, creches, housing,
recreation etc are taken care.
Personal Aspects – this is concerned with recruitment placement of employees,
remuneration, promotion, incentives, productivity etc.
Industrial Relation Aspect – concerned with trade union negotiation, settlement of
industrial disputes, joint consultation and collective bargaining all the aspects are
concerned with human elements in industry, as distinct from the mechanical.
Attrition is a problem almost all organisations are facing. This is a very brilliant
idea of laying down the retention policy; followings are the few guidelines to do the
same.
Employee retention is crucial to the long-term success of the business and

therefore the ability to retain employees is a primary measure of the health of the
organisation. Of significant concern is the fact that unplanned employee turnover directly
impacts the bottom line of the business. Issues such as lost intellectual capital, costly
candidate searches, training time and investment, and a sense of insecurity among staff is
costly to an organisation. With the current labour market conditions, employee retention
strategies are also important to ensure that organisations retain the necessary human
capital resources required to profitably run their businesses. To strategically ensure
increased revenue, client satisfaction, a committed and satisfied workforce, well
embedded organisational knowledge and learning, as well as effective succession
planning, Ensure that the right people are in place to lead the teams, departments,
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business regular opportunities to develop their skills and knowledge. A career oriented
employee must experience opportunities for growth in order to feel valued by the
organisation. To help eliminate a sense of stagnation in the workforce, organisations can
offer cross training, internal role related skills enhancement, relevant external course or
seminar attendance, succession planning programmes to help groom employees for
promotion, opportunities for employees for employees to sit on committees where their
skills will be further developed, and encouragement for staff to read relevant books or
periodicals to increase their knowledge base.
By ensuring internal equity organisations can increase the morale, motivation and
dedication of their workforce, Do senior managers regularly acnowledge and interact
with employees In order for employees to feel welcome, acknowledged and valued it is
imperative that senior managers take the time to interact with staff. While the act of
management entails setting objectives and monitoring progress, true leadership requires
interaction. By learning about employees’ various talents, sills and abilities, senior
managers are able to stay better connected to the pulse of their organisation. Are
employees granted the freedom to freely speak their minds.
By fostering a culture that promotes open discussion employees can feel
comfortable offering ideas or even constructive criticism, both of which are necessary for
continuous improvement within an organisation. Forward thinking organisation value
open communication and therefore they encourage or even reward staff for sharing their
thoughts, ideas and suggestions. Do employees feel appreciated, recognised and fairly
rewarded. The act of regularly saying thank you, openly recognising employees’
contribution, as well as providing gifts, bonuses and competitive remuneration are all
keys to success in retention. Oranisations that place emphasis on recognising and
rewarding their sgaff members’ efforts and contributions are more likely to benefit from
increased employee commitment. Is the way organisation currently retain their
employee.
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Definition for Retention
As per the Webster’s dictionary, retention is the act of retaining, the state of being
retained, and the power to retain: Capacity to Retaining. 1To retain is to keep possession
of; to engage, by payment of a preliminary fee. 1
Definition for Retention Strategy
According to Pearce II, 2“strategy is the large scale future- oriented plans for
interacting with the competitive environment to optimize achievement of organization
objectives” 2. Thus, we can say a strategy represents an organization’s vision’ and
‘mission’.
The Challenge of Talent Retention
The greatest challenge faced today by organisations the world over is retaining
talented employees in the organisation. A debate raging since many decades has been as
the whether to retain them is more important than finding a successor to the vacant
position. Whilst the argument continues, let us examine the causes, consequences and
control of employee turnover in an organisation. By employee turnover, we mean that
employees of an organization cease to remain in the services of the organisation and
leave for resons best known to them.
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(Sebastian, 1998) 1, 2John A and Robinson, RB 2004) 2
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Causes/Consequences of Employee Retention
Dissatisfaction parameter:
Employees are dissatisfied with the salaries, perks and benefits offered by the
organisation they are currently in. They may also be dissatisfied with their job
satisfaction levels are very low. Further they may be dissatisfied with career
opportunities in the organisation or even its personnel policies in general. As a
consequence of the above, Employees leave to join other organisations which satisfy their
needs.
Alternatives parameter:
Here the employee leaves the organisation in search of “greener pastures” such as
starting his own business, joining the family business, joining an organisation in a foreign
country or even availing of the Voluntary Retirement Scheme of the organisation and
relaxing at home, living off the interest generated from fixed deposits and investment.
An interesting trend in recent years in has been that many managers leave industry to
become consultants or even faculty in management institutes or go abroad to complete
their PhD or further studies.
It is important to note here that the separation here was not because of
dissatisfaction with respect to the present organisation but because of other available
alternatives and inclinations in the at direction by the employees. The consequence here
is that the organisation oses some talented employees for no fault of theirs. In some
organisations some of these employees are even used as consultants on a retainer ship
basis from time to time. This is possible if and only if the separated employees are not
always in a competitive area of work. The other possible causes are
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Organisation Initiated Parameter:
Sometimes employees have to separate from an oranisation as they have not

completed their probation period successfully, they are being laid off for want of work, or
their appointment was only on a temporary basis. In fact, it is this aspect of separation
that is most unpleasant since the earlier ones discussed were cases of separation, which
were employee initiated. Care must be taken by the organisations to ensure that the
above be carried out as smoothly as possible else, this could create a lot of negative
impressions about the company which could be detrimental for the organisation’s image
in the long run. One major consequence of this type of separation is that it affects the
morale of the employees at large and creates a feeling of insecurity in general.
Effective Managers Create Employee Retention
Managers who retain staff start by communicating clear expectations to the

employee. They share their picture of what constitutes success for the employee in both
the expected deliverables from performance of their job.
The managers provide frequent feedback and make the employee feel valued.
When an employee completes an exchange with a manager who retains staff, he or she
feels empowered, enabled, and confident in their ability to get the done.
Employee complaints about managers and supervisors center on these areas.

Employees leave managers who fail to:
• provide clarity about expectations,

• provide clarity about career development and earning potential,
• give regular feedback about performance,
• hold scheduled meetings, and
• Provide a framework within which the employee perceives he can succeed.
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How to Help Managers with Employee Retention
Almost every manager can increase her ability to retain employees by developing
her management skills. Teaching a manager about how to value people can be more
challenging. Particularly if the manager doesn’t already value people and their
contributions in her mind and heart, it will be a leap for her to change her values.
These ideas will help your organization develop managers who believe in and act
in ways that support employee retention.
• Integrate core values about people and a mission and vision that enable people to
align themselves with the company direction. Communicate the importance of
these, ands clear expectations about the behaviours expected from managers to
accomplish these, to every manager.
• Negotiate a performance development plan with each manager that stresses the
expected managerial areas of development,
• Provide training in core management skills to every manager. Core management
skills include how to:
o integrate performance management including goal setting,
o give and receive feedback,
o recognize and value employees,
o coach employee performance,
o handle employee complaints and problems,
o provide a motivating work environment, and
o Hold career development discussions with employees.
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• Hold regular meetings to provide management development coaching and

feedback. You can assist managers to improve their management style and skills.
A regular meeting helps you debrief events as they occur, whild memories of the
exchanges are fresh in the manager’s mind.
• Schedule and hold learning organization events such as book clubs, product
training, project debriefs, and discussion and planning meetings.
• Provide funding for conferences and educational development opportunities for
managers to continue learning.
• As part of a fully integrated performance management system, provide 360 degree
feedback so managers know how their management style is perceive.
Top Ten ways to retain Your Great Employees
Employee retention is one of the primary measures of the health of your

organization. If you are losing critical staff members, you can safely bet that other people
in theft departments are looking as well. Exit interviews with departing employees
provide valuable information you can use to retain remaining staff. Heed theft results.
You’ll never have a more significant source of data about the health of your organization.
Management thinkers from Ferdinand Fournies ( Why Employees Don’t Do

What.
They’re Supposed to Do and What to Do About It) to Marcus Buckingham and Curt
Coffman (First Break All the Rules) adds ten more retention tips to the arsenal with these
top ten ways to retain a great employee.
• A satisfied employee knows clearly what is expected from him every day at
work. Changing expectations keep people on edge and create unhealthy stress.
They rob the employee of internal security and make the employee feel
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unsuccessful. I’m not advocating unchanging jobs just the need for a specific
framework within which people clearly knows what is expected from them.
• The quality of the supervision an employee receives is critical to employee
retention. People leave managers and supervisors more often than they leave
companies or jobs. It is not enough that the supervisor is well-liked or a nice
person, starting with clear expectations of the employee, the supervisor has a
critical role to play in retention. Anything the supervisor does to make an
employee feel unvalued will contribute to turnover. Frequent employee
complaints centre on the following areas.
 Lack of clarity about expectations,
 lack of clarity about earning potential,
 lack of feedback about performance,
 failure to hold scheduled meetings, and
 failure to provide a framework within which the employee perceives he can
succeed.
• The ability of the employee to speak his or her mind freely within the
organization is another key factor in employee retention. Does your
organization solicit ideas and provide an environment in which people are
comfortable providing feedback If so, employees offer ideas, feel free to criticize
and commit to continuous improvement. If not, they bite theft tongues or find
themselves constantly “in trouble” - until they leave.
• Talent and skill utilization is another environmental factor your key

employees seek in your workplace. A motivated employee wants to contribute to
work areas outside of his specific job description. How many people could
contribute far more than they currently do You just need to know theft skills,
talent and experience, and take the time to tap into it. As an example, in a small
company, a manager pursued a new marketing plan and logo with the help of
external consultants. An internal sales rep, with seven years of ad agency and logo
development experience, repeatedly offered to help. His offer was ignored and he
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cited this as one reason why he quit his job. In fact, the recognition that the
company didn’t want to take advantage of his knowledge and capabilities helped
precipitate his job search.
The perception of fairness and equitable treatment is important in employee

retention. In a company, a new sales rep was given the most potentially successful,
commission-producing accounts. Current staff viewed these decisions as taking food off
theft tables.
You can bet a number of them are looking for their next opportunity. In another
instance, a staff person, just a year or two out of college, was given $20,000 in raises over
a six month time period. Information of this type never stays secret in companies so you
know, beyond any shadow of a doubt, the morale of several other employees will be
affected.
• For example, you have a staff person who views her role as important and she
brings ten years of experience, an M.B.A. and a great contribution record to the
table. When she finds she is making less money than this employee, she is likely
to look for a new job. Minimally, her morale and motivation will take a big hit.
Did the staff person deserve the raisesYes. But, recognize that there will be impact
on others.
• When an employee is failing at work, I ask the W. Edwards Dewing question,

“What about the work system is causing the person to fail” Most frequently, if the
employee knows what they are supposed to do, I find the answer is time, tools,
training, temperament or talent. The easiest to solve, and the ones most
affecting employee retention, are tools, time and training. The employee must
have the tools, time and training necessary to do their job well — or they will
move to an employer who provides them.
• Your best employees, those employees you want to retain, seek frequent
opportunities to learn and grow in their careers, knowledge and skill. Without
the opportunity to try new opportunities, sit on challenging committees, attend
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seminars and read and discuss books, they feel they will stagnate. A career-
oriented, valued employee must experience growth opportunities within your
organization.
• A common place complaint or lament I hear during an exit interview is that the
employee never felt senior managers knew he existed. By senior managers I
refer to the president of a small company or a department or division head in a
larger company. Take time to meet with new employees to learn about theft
talents, abilities and skills. Meet with each employee periodically. You’ll have
more useful information and keep your fingers on the pulse of your organization.
It’s a critical tool to help employees feel welcomed, acknowledged and loyal.
• No matter the circumstances, never, never, ever threaten an employee’s job

or income. Even if you know layoffs loom if you fail to meet production or sales
goals, it is a mistake to foreshadow this information with employees. It makes
them nervous; no matter how you phrase the information; no matter how you
explain the information, even if you’re absolutely correct, your best staff members
will update their resumes. I’m not advocating keeping solid information away
from people, however, think before you say anything that makes people feel they
need to search for another job.
• I place this final tip on every retention list I develop because it is so key and
critical to retention success. Your staff members must feel rewarded,
recognized and appreciated. Frequently saying thank you goes a long way.
Monetary rewards, bonuses and gifts make the thank you even more appreciated.
Understandable raises, tied to accomplishments and achievement, help retain
staff. Commissions and bonuses that are easily calculated on a daily basis, and
easily understood, raise motivation and help retain staff Annually, I receive emails
from staff members that provide information about raises nationally. You can bet
that work is about the money and almost every individual wants more Take a look
at your organization Are you doing your best to retain your top talent Employ
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these ten factors in your organization to retain your desired employees and attract
the best talent, too.
Retention in an Improving Job Market
Recruiting the right employees and keeping the right employees matters,
especially now.
A recent Society for Human Resource Management (SHRM) press release

revealed the answer to the question of what people plan to do when the job market
rebounds. The majority of the Human Resource (HR) professionals and managers
surveyed agreed that turnover will rise significantly once the job market improves. Both
groups felt that the job market will improve within the next year, according to the latest
Job Recovery Survey.
The survey is produced by SHRM and CareerJoumal.com, the free, executive

career site of The Wall Street Journal
The survey results include responses from 451 HR professionals and 300
managerial or executive employees.
“We’re surprised by the percentage of executive employees who say they plan to
jump ship once hiring rebounds,” says Tony Lee, editor in chief/general manager of
CareerJoumal.com. “And with 56 percent of HR professionals agreeing that turnover will
rise, we’re interested to see what types of retention efforts those companies launch to
keep their best employees on board.”
Employees cited the following three top reasons they would begin searching for a
new job:
• 53 percent seek better compensation and benefits.

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• 35 percent cited dissatisfaction with potential career development.

• 32 percent said they were ready for a new experience.
HR professionals were asked which programs or policies they use currently to
help retain employees. The following three are the most common programs employers are
using to retain employees:
• 62 percent provide tuition reimbursement.

• 60 percent offer competitive vacation and holiday benefits.
• 59 percent offer competitive salaries.
Most HR professionals surveyed (71 percent), in large organizations (those with

more than 500 employees), thought it would be extremely likely or somewhat likely to
experience an increase in voluntary turnover once the job market improves. Forty-one
percent from small organizations (1-99 employees) said it was extremely likely or
somewhat likely that turnover would increase. Fifty-three percent of respondents from
medium organizations (between 100 and 499) thought the same
In addition to the three retention tips offered by HR professionals in the SHRM-

CareerJournal.com survey, competitive salary, competitive vacation and holidays and
tuition reimbursement, these are your key retention strategies
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Retention Tips
• Offer an attractive, competitive, benefits package with components such as life

insurance, disability insurance and flexible hours.
• Demonstrate respect for employees at all times
• Listen to them deeply; use their ideas; never ridicule or shame them.
• Enable employees to balance work and life. Allow flexible starting times, core
business hours and flexible ending times.
• Involve employees in decisions that affect their jobs and the overall direction of
the company whenever possible.
• Recognize excellent performance, and especially, link pay to performance.
• Base the upside of bonus potential on the success of both the employee and the
company and make it limitless within company parameters.
• Recognize and celebrate success. Mark their passage as important goals are
achieved.
• Staff adequately so overtime is minimized for those who don’t want it and
people don’t wear themselves out.
• Nurture and celebrate organization traditions. Have a costume party every
Halloween. Run a food collection drive every November. Pick a monthly charity
to help. Have an annual company dinner at a fancy hotel.
• Communicate goals, roles and responsibilities so people know what is expected
and feel like part of the in-crowd.
• According to research by the Gallup organization, encourage employees to have
good, even best, friends, at work.
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1.2 COMPANY PROFILE
RELIANCE HR SERVICES LTD (RHRS)
Reliance HR Services is an Organization which provides all Human Resource

solutions to its client that is Reliance Communications. It deals with the recruitment,
Employee Relations, Pay Roll Processing, and Training etc. RHRS is always thriving to
provide outstanding service to its client. It is an Organization comes under Reliance
ADA (Anil Dhirubhai Ambani) Group.
RHRS recruits employees for Reliance Communications mainly for the following
business areas:-
1. Broad Band (BB).

2. Enterprise Wireless Groups (EWG).
3. Direct Sales Team (DST).s
4. Reliance Web Stores Ltd. (RWSL).
Reliance – Anil Dhirubhai Ambani group’s business is divided into the following
areas:
 Infocomm Group Companies.

 Infocmm Business.
 Reliance Energy Companies.
 Ad labs.
 Reliance Capital Asset Management Ltd (RCAM).
 Reliance General Insurance Company (RGIC).
 Reliance Capital Ltd (RCL).
 Reliance Life Insurance Company Ltd (RLIC).
 Reliance HR Services Ltd (RHRS).
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INFOCOMM GROUP COMPANIES
 Reliance Communications Pvt. Ltd. (RCPL).

 Reliance Communications Infrastructure Ltd.
 Reliance Digital World Pvt. Ltd. (RDWL).
 Reliance Web Stores Pvt. Ltd. (RWSL).
INFOCOMM BUSINESS ASOCIATED COMPANIES
Reliance Telecom Ltd.

 Reliance Next-Link Pvt. Ltd.
 Reliance Info Engineering Pvt. Ltd.
 Gateway Systems (India) Ltd.
 Reliance Infostream Pvt. Ltd.
 Reliance Info Infra Pvt. Ltd.
 Synergy Entrepreneur Solutions.
 Fines Innovation Pvt. Ltd.
RELIANCE ENERGY COMPANIES
 Reliance Energy Ltd. (REL).

 Reliance Energy Generation Ltd. (REGL).
 BSES Rajdhani Power Ltd. (BRPL).
 BSES Yamuna Power Ltd. (BYPL).
 Yashavi Communication Pvt. Ltd. (YCPL).
 Reliance Energy Automation Ltd. (REAP).
 Reliance Energy Constructors Pvt. Ltd. (RECP).
 Reliance Energy Engineers Pvt. Ltd. (REEP).
 Reliance Energy Management Services (REMS).
 Reliance Energy Transmission (RETM).
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 Reliance Energy Trade Pvt. (RETP).
HISTORY
Reliance Infocomm is the outcome of late Dhirubhai Ambani’s dream of

bringing about a digital revolution in India that will bring to every Indian’s doorstep an
affordable means of information and communication.
“Make the tools of infocomm available to people at an affordable cost. They will
overcome the handicaps of illiteracy and lack of mobility”, was how Dhirubhai, as he was
fondly called, spelt out Reliance Infocomm’s mission in late 1999. He firmly believed
the country could use information and communication technology to overcome its
backwardness and under development. It was with this belief that Reliance Infocomm
began laying its 60,000 route kilometers of pan-India fiber optic backbone in1999. The
backbone was commissioned on 28th December 2002, the auspicious occasion of
Dhirubhai’s 70th birth anniversary, first since his sad demise on 6th July 2002. Reliance
Infocomm’s network is a high-capacity, integrated (wireless and wire line), and
convergent (voice, data and video) digital network. The network is designed to deliver
services and applications that will change the way we Indians live. It will harbinger a
New India.
VISION
“We will leverage our strengths in executing complex global-scale projects to

make leading edge information and communication services affordable by all individual
consumers and businesses in India. We will offer unparalleled value to create customer
delight and enhance business productivity. We will also generate value for our
capabilities beyond Indian borders while enabling millions of India’s knowledge workers
to deliver their services globally”
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MISSION
We will create an integrated infrastructure with state – of – the art digital

technology to provide innovative, cost effective and world class convergent services to
our customers. We will be India’s defining service provider and the most preferred one.
We will achieve dominant market share in India by 2005 and will rank among the world’s
top carriers by 2007.
Our transparent HR policies and robust processes are driven by a single

overarching objective: To attract, nurture, grow and retain the best leadership talent in
every sector and industry is which we operate.
Our main aim is to create a team of world beaters that is:
 Committed to excellence in quality.

 Focused on creation and enhancement of stakeholder value.
 Responsive to evolving business needs and challenges.
 Dedicated to uphold the core values of the group.
OUR PROMISE
In order to achieve our objective, we offer our people...
 Growth opportunities to expand leadership capabilities.

 True meritocracy and freedom to choose career paths.
 Opportunities to develop and hone leadership and functional
capabilities.
 An entrepreneurial environment where people can pursue their
dreams.
 Competitive compensation.
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In addition, we follow a well – defined Rewards & Recognitions programme that

periodically identifies exceptional individual and team achievers among the various
business functions and verticals in the Group.
OUR EXPECTATIONS
At Reliance – Anil Dhirubhai Ambani Group, we encourage our colleagues to

take leadership, at all levels of the organization, and participate in accelerating growth of
our businesses to build a formidable enterprise.
• Always keep the customer’s needs in mind and constantly innovate.

• Execute flawlessly and with speed.
• Sustain and strengthen the group’s spirit of entrepreneurship – taking ownership
and accountability for their actions.
• Leverage synergies to learn and build on the diverse experiences and skill sets of
our various businesses and teams.
• Create a true meritocracy with a pervasive commitment to transparent systems
and processes.
RELIANCE – ANIL DHIRUBHAI AMBANI GROUP
Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group

founded by Shri. Dhirubhai H. Ambani (1932 – 2002), ranks among India’s top three
private sectors business interests that range from telecommunications (Reliance
Communications Ventures Ltd., to financial services (Reliance Capital Ltd.) to the
generation and distribution of power (Reliance Energy Ltd.)
Reliance – ADA Group’s flagship company, Reliance Communications, is India’s

largest private sector information and Communications Company with over 20 million
subscribers. The company has established a pan-India, high capacity, integrated (wireless
and wire line), convergent (voice, data and video) digital network, to offer services
spanning the entire infocomm value chain.
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Other major group constituents – Reliance Capital, Reliance Energy – are widely
acknowledged as the market leaders in their respective areas of operation.
JOB PROFILE
RELIANCE INFOCOMM
There were totally four positions in Reliance Infocomm for which continuous
recruitment was done due to high attrition rate. Reliance Infocomm consist of four
different departments for which the recruitment was done.
o Postpaid – (Selling of postpaid cards)

o Prepaid – (Selling of prepaid cards)
o Broad Band – (Selling Broad Band Connections as well as getting
building permissions)
o Corporate Wireless Group – (Selling Corporate Connections)
According to me Reliance Infocomm gives a very good compensation to their

employees in the marketing department. Even when the basic is low when compared to
their competitors such as Airtal, Tata Indicom, & Vodafone. The Incentives given by
Reliance Infocomm is very attractive, there were guys who received salary of Rs. 20,000
every month, and this was a very good supporting factor for me to convince the
candidates and also the mobile phone which was given is an attractive one.
ORGANIZATION HISTORY OF RELIANCE INFOCOMM
1971-72 : Launch of only Vimal Brand.

1977 : 1st IPO to the Indian public.
1982 : 1st Reliance Company to offer Euro issue to
GDRS.
1992 : Reliance twin issue record over 10 million
Applications.
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1993 : India’s largest Private Sector Company:

turnover 4000 Cr. India’s largest public offering
- Reliance petroleum
1996 : Birth of Reliance 1st textile mill at Naroda.
1997 : First Corporate in Asia to issue 50 & 100 years
bond in US.
1999-00 : Jamnagar petrochemicals and integrated
refinery commissioned.
2000 : Reliance Communications plans Announced.
2002 : Merger of RIL & RPL, First and only private
sector fortune 500 Co., 26% of stake in IPCL,
Communications Launch
2003 : Controlling stake in BSES, Largest mobile
service Co. in India.
2004-07 : Upcoming initiatives, New initiatives within
Communic.
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ORGANISATIONAL CHART OF RELIANCE HR SERVICES
RELIANCE COMMUNICATIONS
RELIANCE HR SERVICES LTD
VICE PRESIDENT
NATIONAL SOURCING NATIONAL OPERATION HEAD NATIONAL BUSINESS

HEAD (RECRUITMENT) (OPERATIONS) DEVELOPMENT HEAD
REGIONAL OPERATION
HEAD
PRE-
PAYROLL
EXECUTIVE
RECRUITMENT PRE PAYROLL MIS EXECUTIVE

MANAGEMENT EXECUTIVE
EXECUTIVE (RME)
FIELD FIELD FIELD FIELD

RECRUITER RECRUITER RECRUITER RECRUITER
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ORGANIZATION CHART
RELIANCE –ADA
GROUP Leadership Team
COMMUNICAT ENERGY CAPITAL ENTERTAINME INFRASTRUCT

ION NT URE
WIRELESS GENERATION MUTUAL ADLABS NATURAL
FUNDS RESOURCES
BROADBAND TRANSMISSIO LIFE RADIO
N INSURANCE HEALTHCARE
WEBWORLD DISTRIBUTIO GENERAL NEW

N INSURANCE INITIATIVES MUDRA
COMMUNICAT
GLOBAL POWER
BUSINESS TRADING R TRADE
INFOSTREAM
EPC
PRIVATE
EQUITY
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INDUSTRY PROFILE
“Indian Telecommunication Industry” is one of the growing telecom markets sin

the world. Indian Telecom sector, like any other industrial sector in the country, has gone
through many phases of growth and diversification.
Starting from telegraphic and telephonic systems in the 19th century, the field of
telephonic communication has now expanded to make use of advanced technologies like
GSM, CDMA, and WILL to the great 3G Technology in mobile phones. Day by day, both
the Public Players and the Private are putting in their resources sand offers to improve the
telecommunication technology so as give the maximum to their customers.
The reason that has tremendously helped the telecom Industry is the regulatory
changes and reforms that have been pushed for last 10 years by successive Indian
governments.
Telephone, whether fixed landline or mobile, is an essential for the people of

India. This changing phase was possible with the economic development that followed
the process of structuring the economy in the capitalistic pattern. Removal of restrictions
on foreign capital investment and industrial de-licensing resulted in fast growth of this
sector. At present the country’s telecom industry has a growth rate of 14 per cent.
The telecom reform have allowed the foreign telecommunication companies to

enter Indian market, which has still got huge potential. International telecom companies
like Vodafone have made entry into Indian market in a big way. Increasing competition
among players allowed the prices drastically down by marketing the mobile facility
accessible to the urban middle class population, and to a great extent in the rural areas.
Even for small shopkeepers and factory workers a phones connection is not an
unreachable manufacturing has also growth in a big way.
The Ministry of Communications and Information Technology (MICT) has every

aggressive plans to increase the pace of growth, targeting 500 million by 2010. Most of
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the expansion plants to increase the pace of growth in subscribers sis set to occur sin rural
India. India’s rural telephonic density has been languishing at around 1.9%.
TOP KEY PALAYERS IN THE INDIAN TELECOM INDUSTRY
The telecom industry of India has registered manifold growth in the recent years.
Personalized telecom access is essential necessity of life for increasing number of the
people. The sector offers unlimited prospectus when we consider future growth. Both
Public Players and Private are enhancing their technologies and taking the telecom
industry to a much higher growth state. Not only providers but also handset manufactures
are contributing significantly to the industry and economy of India.
 Reliance Communications Limited
 Bharti Airtel Limited
 Vodafone
 Tata Teleservices
 Idea Cellular Limited
 BSNL
 Nokia
 Siemens Communications
India’s Telecom growth ahead……!!!!!
The country’s telecom market is growing rapidly and by 2010, telecom is

expected to be a US$ 38 billion sector, contributing 5.4% to India’s GDP. With over I
billion inhabitants and a telecom market on the verge of full competition, India is and will
remain one of the world’s most dynamic and promising telecom markets.
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1.3 OBJECTIVE OF THE STUDY
Primary Objective:
 To identify the Employee Retention at Reliance HR services private Ltd
Secondary Objective:
 To study the impact of various measures which helps to frame the

retention of employee
 To study the motivational forces causing an employee to stay at reliance
 To analyze the overall organizational climate prevailing at reliance
 To Study the benefits of employee Retention
 To determine the nature and magnitude of the causes of employee attrition
26
1.4 SCOPE OF THE STUDY
The main scope of this study is to frame effective retention for broadband
employee.
It is necessary for the management to ensure that the employees are comfortable
with the available facilities. the study is necessary for management to ensure various
causes for attrition that starts link from recruitment till training level.
The major findings of the project study provide the valuable information to the
management with regard to framing the employee retention. This helps the management
to take up steps to reduce the attrition. Above all the project study serves as a tonic for the
major panic that evolves not only in telecom but in all industries.
On the whole, the study may enable the organization to evaluate its attrition rate
and take suitable steps.
27
1.5 LIMITATIONS OF THE STUDY
 The data was collected only on current working employees, not an employee who left
the organization.
 The study was restricted with in the area of Chennai.
Time constraint: The study was limited with in 200 employees in the company because
the period for study was short.

28
1.6 REVIEW OF LITERATURE
Labour markets have been tightening over the past decade, and replacement costs
associated with filling vacancies have been spiraling upward for years. Development of
fully integrated retention policy may be one of the most effective responses that
workforce managers can make to these kinds of problems. Integrated retention policy
uses problem-relevant information to shape focused retention initiatives. Retention
research can help in the policy-development process. Retention research can shed light
on the value of standard practices. e.g., exit interviews, offer telling. Insights into
patterns and trends in employee behaviour e.g., the relative tendencies of high and low
performers, and provide information relating to the efficacy of popular retention
strategies e.g., Expectation lowering training. In this article we show the findings of
retention research may be used to inform and enlighten a policy-formulation process.(3)
Irrespective of their status, most of the industries are facing tremendous problem
in getting and retaining talented knowledge workers in their industry. Thus getting and
retaining talented knowledge workers has become the key issue in industries. This article
is intended to understand this key issue and suggest some preventive measures for
retaining employees.
Suggested issues to be followed for Retention

1. Extensive advertisements and fair recruitment
2. Indispensable facilities and good functioning environment
3. Encouragement and Rewards for good works
4. Support for consulting work
5. Appropriate Recognition
6. Performance- driven promotional avenues.
3
(by Robert P. Steel, Rodger W. Griffeth, and peter W. hom, Academy of management executive, 2002,
vol.16,No.2) 3
29
Talented professionals are rewarded more in this area of knowledge economy.

HR Heads are also responding through conscious and specific people management
strategies to improve the over all organisational performance. These days, job rotation
and multitasking have become introductory elements of excitement and challenges in the
jobs at the organisations. In such as scenario, acquisition of talent and retention will
emerge as the key driver of all HR initiatives in the knowledge economy.
4
(Management Retention Strategy, by Jayanta Kishore Nandi, faculty member, The ICFAI Business School,
Jaipur, H.R.M. Review, Sep 2006 p47.)4. 5Retaining talent in knowledge Economy, by. Gurdeep S. Hora.
M.D., Synergy HRD consultants Pvt. Ltd., New Delhi. Article: HRM Review, Oct, 2005. p.15) 5.
30
1.7 THEORITICAL PERSPECTIVE
EMPLOYEE RETENTION
Employee retention involves taking measures to remain in the organization for

the maximum period of the time. Corporate is facing a lot of problems in employee
retention these days. Hiring knowledgeable people for the job is essential for an
employer. But retention is even more important than hiring. There is no dearth of
opportunities for a talented person. There are many organizations which are looking for
such employees. If a person is not satisfied by the job he’s doing, he may switch over to
some other more suitable job.
IMPORTANCE OF EMPLOYEE RETENTION:
The process of employee retention will benefit an organization in the following

ways:
1. The cost of turnover: the cost of employee’s turnover adds hundreds of thousands of
money to a company’s expenses. While it is difficult to fully calculate the cost of
turnover, industry experts often quote 25% of the average employee salary as a
conservative estimate.
2. Loss of company knowledge: when an employee leaves, he takes with him valuable
knowledge about the company, customers, current projects and past history. Often much
time and money has been spent on the employee in expectation of a future return. When
the employee leaves, the investment is not realized.
3. Interruption of customer service: customers and clients do business with a company

in part because of the people. Relationships are developed that encourage continued
sponsorship of the business. When an employee leaves, the relationships that employee
built for the company are severed, which could lead to potential customer loss.
31
4. Turnover leads to more turnovers: when an employee terminates, the effect is felt
throughout the organization. Co-workers are often required to pick up the slack. The
unspoken negativity often intensifies for the remaining staff.
5. Goodwill of the company: The goodwill of a company is maintained when the

attrition rates are low. Higher retention rates motivate potential employees to join the
organization.
6. Regaining efficiency: If an employee resigns, then good amount of time is lost in

hiring a new employee and then training him/her and this goes to the loss of the company
directly which many a times goes unnoticed. And even after this you cannot assure us of
the efficiency from the new employee.
TO INCREASE EMPLOYEE RETENTION
Employee retention can be increased by inculcating the following practices:
1. Open communication: A culture of open communication enforces loyalty among

employees. Open communication tends to keep employees informed on key
issues. Most importantly, they need to know that their opinions matter and that
management is 100% interested in their input.
2. Employee Reward program: A positive recognition for work boosts the

motivational levels of employees. Recognition can be made explicit by providing
awards like best employee of the month or punctuality award. Project based
recognition also has great significance. The award can be in terms of gifts or
money.
3. Career Development program: Every individual is worried about his/her career.

He is always keen to know this career path in the company. Organization can offer
various technical certification courses which will help employee in enhancing his
knowledge.
32
4. Performance Based Bonus: A provision of performance linked bonus can be

made wherein as employee is able to relate his performance with the company
profits and hence will work hard. This bonus should strictly be productivity based.
5. Recreation facilities: Recreational facilities help in keeping employees away
from stress factors. Various recreational programs should be arranged. They may
include taking employees to trips annually or bi- annually, celebrating
anniversaries, sports activities, et al.
6. Gifts at some occasions: Giving out some gifts at the time of one or two festivals
to the employees making them feel good and understand that the management is
concerned about them.
33
MANAGER ROLE IN RETENTION
Mangers and team leaders can reduce the attention levels considerably by creating
a motivating team and improving the relationship with team members. This can be done
in a following.
• Creating a Motivating Environment: Team leaders who create motivating

environments are likely to keep their team members together for a longer period
of time. Motivation does not necessarily have to come through fun events such as
parties, celebrations, team outings etc. they can also come through serious events
e.g. arranging a talk by the VP of Quality on career opportunities in the filed of
quality. Employees who look forward to these events and are likely to remain
more engaged.
• Standing up for the Team: Team leaders are closest to their team members.
While they need to ensure smooth functioning of their teams by implementing
management decisions, they also need to educate their managers about the
realities on the ground. When agents see the team leader standing up for them,
they will have one more reason to stay in the team.
• Providing Coaching: Everyone wants to be successful in his or her current job.
However, not everyone knows how. Therefore, one of the key responsibilities will
be providing coaching that is intended to improve the performance of employees.
Managers often tend to escape this role by just coaching their employees.
However, coaching is followed by monitoring performance and providing
feedback on the same.
• Delegation: Many team leaders and managers feel that they are the only people
who can do a particular task or job. Therefore, they do not delegate their jobs as
much as they should. Delegation is a great way to develop competencies.
• Extra Responsibility: Giving extra responsibility to employees is another way to

get them engaged with the company. However, just giving the extra responsibility
34
does not help. The manager must spend good time teaching the employees of how
to manage responsibilities given to them so that they don’t feel over burdened.
Focus on future career: Employees are always concerned about their future career. A
manager should focus on showing employees his career ladder. If an employee sees that
his current job offers a path towards their future career aspirations, then they are likely to
stay longer in the company. Therefore, managers should play the role of career counselors
as well.
35
CHAPTER II
2.1 RESEARCH METHODOLOGY

Methodology means the way through which we find out the favourable result.
The method that is used can be of many types but it should by easy as well as we must
get the result.
Research Design:
A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy in
procedure. The research design used is descriptive.
Pilot Survey:
A pilot survey with 20 samples was collected for testing the validity of the
questions. It was found that was no need for changes in the questionnaire and hence the
same questionnaire was used for final survey also.
Descriptive Research:
Descriptive Research includes surveys and fact. Findings enquiries of different

kinds. The major purpose of descriptive research is descriptive of state researcher had no
control over the variables, research can only report what has happened or what is
happening. A descriptive study is undertaken in order to ascertain and be able to describe
are also undertaken to understand the characteristics of organization that follower certain
common practices.
Research Instrument:
The sampling procedure that is used for the project is questionnaire method. The
questions are framed based on the topic and objectives.
36
Sampling:
A sample is a subset of the population. It comprises some members selected from

it. By standing the sample, the researcher could be able to draw conclusion, that could be
generalizable to the population of interest.
Sample Area:
Population of this study consists of the employees of Reliance Communications in

Broad Band, Chennai.
Sample Size:
The total population of employee is 350. A sample of 200 employees was taken
for the study.
Sample Method:
Simple Random sampling technique was used for data collection.
Simple Random sampling:
The type of sampling used by the researcher is this study was simple
random sampling design, every element in the population has a known and equal chance
of being selected as a subject.
37
2.2 DATA COLLECTION
The sources of data are from two sources. The first data is primary data and if
was collected through questionnaire and the secondary data was collected from
magazines like HRM review, work force is business today.
A. Primary Data:
The primary data are those, which are collected a fresh and for the first time for
the collection as a primary data a sample survey method was used in the study. Personal
interview as conducted with a help of questionnaire prepared for the study.
Questionnaire:
The questionnaire was prepared for the survey according to the specification, of
the study. It is open ended question and close ended questions.
B. Secondary Data:
The secondary data are those which have been already collected and analyzed by
some one for its own use later the same data are used by the different agency. The
secondary data collected by research books, articles, journals, magazines, News papers,
etc…
Types of Research:
Research can be undertaken for two different purpose
Applied Research:
One is to solve a current problem faced by manager in the work setting,

demanding a timely solution, such research is called applied research.
38
Basic Research:
The other is to generate a body of knowledge by trying to comprehend how

certain problems that occur in organization can be solved. This is called the basic
research.
Hence the researcher has choose the Applied Research.
Study Setting:
Non-contrived study: The research can be done in the natural environment where
the work proceeds normally.
Unit of Analysis:
Individual Analysis: The data has been gathered from each individual, by treating
each employees respondent as an individual data source.
2.2.1 Tools for analysis
The data collected was analyzed with the help of the following tools:
 The percentage analysis: Percentage refers to a special kind of ratio.

Percentage is used in making comparisons between two or more series of data. Since
percentage reduce every thing to a common near and therefore meaningful
comparison can be made. This method was used to obtain the statistics of the
responses.
Percentage is calculated are as follows:

= d / n * 100
Where,
‘d’ is the number of the respondents
‘n’ is the base of figure or the sample group
39
 Chi-Square Analysis: Chi-Square analysis a statistical measure in the context of

sampling analysis for comparing the variance to a theoretical variance. Sit can be
used to determine if categorical data shows comparisons between theoretical
population and actual data when categories are used.
Step1: Define the hypothesis
Null hypothesis (Ho): There is no significant relationship between the variables.
Alternate hypothesis (H1): There is significant relationship between the variables
Step2: Specify the value of significance (= 5%)
Step3: With the sample data find out the chi-square value using the formula.
X2 = (Oij – Eij)2 / Eij
Step4: Calculate the degree of freedom (df = (r-1) (c-1)
Step5: Calculate the table value of chi-square using the level of significance and
degree of freedom.
Step6: Compare the chi-square value and table value.
Step7: If Chi-Square value is greater than the table value of chi-square reject Ho else
accept it.
 Correlation Analysis: Correlation analysis measures relationship and testing

hypothesis. The correlation coefficient measures the degree of association between
the variables. The correlations could be positive or negative. It involves three main
aspects.
i) Measuring the degree of association between variables
ii) Testing the relationship is significant
iii) Establishing cause and effect relationship
Karl Person’s Coefficient of Correlation (or Simple Correlation):

40
This is most widely used method of measuring the degree relationship between
two variables. This coefficient assumes the following.
i) That there is linear relationship between the two variables

ii) That the two variables are casually which means related which means that one of
the variables is independent and the other one is dependent and
iii) A large number of independent causes are operating in both variables so as to
produce a normal distribution.
N ∑ XY − ( ∑ X ) ( ∑ Y )
ζ =
N∑ X 2 −( ∑ X ) N ∑Y 2 − ( ∑Y )
2 2
Correlation is off Positive and Negative:
Positive Correlation:
If both the variables are varying in the same direction i.e. if one variable is
increasing the other variable is also increasing or if one variable is decreasing the other
on an average is also decreasing. The correlation is said to decreasing the other on an
average is also decreasing the correlation is said to be positive.
Negative Correlation:
If on the other hand, the variables are varying in the opposite direction i.e. one
variable is increasing and the other is decreasing and vice versa correlation is said to be
negative.
41
 Interval Estimation:
Interval estimation is a range of value used to estimate population parameter. The

formula, which is used to derive the solution as follows:
Interval Estimation = P + 1.96 PQ

n
P = States the number of respondents who has given Yes
Q = States the number of respondents who has given No
N = Number of respondents
 KOLMOGROV SMIRNOV TEST:
This test is used for comparing the distribution on an ordinal scale. The test is
concerned with the degree of agreement between the distribution and some specified
theoretical distribution. It determines whether the scores in the sample can be reasonably
thought to have come from a population having theoretical distribution.
FORMULA:
D = Maximum (Fo(x) – Fe(x))

Where,
Fo(x) = Observation cumulative frequency

Fo(x) = Expected cumulative frequency
For a sample (n) at 5% level of significance, the critical value of D can be given
by,
= 1.36
n
42
Decision arrived from the test is based on calculated value. Comparing with the
critical value (Table Value), if the calculated value is higher we accept the alternative
hypothesis. Similarly if the calculated value is less than the critical value we accept the
null hypothesis.
43
2.3 Data Analysis and Interpretation
DATA ANALYSIS
The data, after collection has to be processed and analyzed in accordance with the
outline laid down for the purpose at time of development the research plan. This is
essential for a scientific study and for insuring that we have all relevant data for many
contemplated comparisons and analysis. Technical processing implies editing, coding,
classifications and tabulation of collected data so that they are amendable to analysis.
The term analysis refers to the computation of certain measures along with
searching for patterns of relationship that exists among data groups. Thus “in this process
of analysis, relationships a difference supporting or conflicting with original or new
hypothesis should be subjected to statistical tests of significance to determine with what
validity data can be said to indicate any conclusions.
Analysis of data in general way involves a number of closely related operations

which are performed with the purpose of summarizing the collected data and organizing
these in such a manner that they answer the research questions.
44
DEMOGRAPHIC FACTORS
Table No.2.3.1
Table showing the age of the respondents
Particulars No. of Respondents Percentage (%)

Less than 20 15 8
20 – 25 134 67
25 – 30 36 18
Above 30 15 7
Total 200 100
Interpretation:
From the above table it was observed that 67% of the respondents is in the age
group of 20-25 years, 18% of the respondents is less than 20-25 years, 8% of the
respondents is less than 20, and 7% of the respondents is above 30years.
Chart No. 2.3.1

Chart showing the age of the respondents
80%
70%
45
Table No. 2.3.2

Table showing the qualification.

Graduation 112 56
Post Graduation 38 19
Diploma 40 20
Others 10 5
Total 200 100
Interpretation:
From the above table it was observed that 61% of the respondents are Graduation,
20% of the respondents are Diploma and 19% of the respondents are Post Graduation.
Chart No. 2.3.2

Chart showing the qualification
60 56
No. of Respondents
50
40
30 20
19
20
10 5
0
Graduation Post Diploma Others
Graduation
Qualification
46
Table No. 2.3.3

Table showing the Marital Status.

Unmarried 157 78
Married 43 22
Total 200 100
Interpretation:
From the above table it was observed that 78% of the respondents are Unmarried,
22% of the respondents are married.
Chart No. 2.3.3

Chart showing the Marital Status
22
47
Table No. 2.3. 4

Table showing the recruitment process.
Particulars No. of Respondents Percentage(%)

Advertisement 34 17
Field Recruitment 38 19
Employee Referral 100 50
Others 28 14
Total 200 100
Interpretation:
From the above table it was observed that 50% of the respondent’s recruitment
process employee Referral, 19% of the respondent’s recruitment process from Field
Recruitment, 17% of the respondent’s recruitment process from Advertisement, 14% of
the respondents recruitment process from others.
Chart No. 2.3.4

Chart showing the recruitment process.
48
Table No. 2.3.5

Table showing the Career Growth.

Yes 168 84
No 32 16
Total 200 100
Interpretation:
From the above table it was observed that 84% of the respondents feel that they
are aware about the career growth in the organization 16% of the respondents feel that
they are not aware about the career growth in the organization.
Chart No. 2.3.5

Chart showing the Career Growth.
49
Table No. 2.3.6

Table showing the satisfaction Level of Training and Time schedule of the training
programme provided by Reliance.

Highly Satisfied 63 32
Satisfied 99 49
Neither Satisfied nor satisfied 38 19
Dissatisfied 0 0
Highly Dissatisfied 0 0
Total 200 100
Interpretation:
From the above table it was observed that 49% of the respondents are satisfied
with the training and Time schedule of the training programme provided by Reliance,
32% of the respondents are Highly satisfied with training and time schedule of the
training programme provided by Reliance 19% of the respondents are neither satisfied
not dissatisfied with the training and time schedule of the training programme provided
by Reliance.
Chart No. 2.3.6

Chart showing the satisfaction Level of Training and Time schedule of the training
programme provided by Reliance.
50%
ndents
45%
40%
50
Table No. 2.3.7

Table showing the Satisfaction level of the employees with the performance
appraisal system

Satisfied 120 60
Neither Satisfied nor satisfied 13 7
Dissatisfied 10 5
Total 200 100
Interpretation:
From the above it was observed that 60% of the respondents is satisfied with the
performance appraisal system, 22% of the respondents is highly satisfied with the
performance appraisal system, 7% of the respondents is neither satisfied nor dissatisfied
of the performance appraisal system, 6% of the respondents is highly dissatisfied with the
performance appraisal system, 5% of the respondents is dissatisfied with the performance
appraisal system prevailing in the company.
Chart No. 2.3.7

Chart showing the Satisfaction level of the employees with the performance
appraisal system
60%
dents
50%
51
Table No. 2.3.8

Table showing the Most Motivating Factor in Reliance

Employee 37 18
Job 38 19
Incentives 67 34
Rewards 30 15
Work Environment 28 14
Total 200 100
Interpretation:
From the above table it was observed that 34% of the respondents feel that
incentives is their motivating factor in Reliance, 19% of the respondents feel that job is
their motivating factor in Reliance, 18% of the respondents feels that employee is their
motivating factor in Reliance, 15% of the respondents feel that Rewards is the motivating
factor in Reliance, 14% of the respondents feel that work environment is the motivating
factor in Reliance.
Chart No. 2.3.8

Chart showing the Most Motivating Factor in Reliance
40 34
No. of Respondents
30
18 19
20 15 14
10
0
Em ployee Job Incentives Rewards W ork
Environm ent
M ost M oiv ating Factor in Reliance
52
Table No. 2.3.9

Table showing the motivating factor to Retain within the organization

Salary 53 27
Perks 28 14
Allowances 32 16
Training and Development 52 26
Higher Grade 35 17
Total 200 100
Interpretation:
From the above table it was observed that 27% of the respondents that their salary
is the motivating factor to retain within the organization, 26% of the respondents that
their training and development is the motivating factor to return within the organization,
17% of the respondents that their higher Grade is the motivation factor return within the
organization, 16% of the respondents that their allowances is the motivating factor to
retain within the organization, 14% of the respondents feel that the perks is the
motivating factor to retain within the organisation.
Chart No. 2.3.9

Chart showing the motivating factor to Retain within the organization
53
Table No. 2.3.10

Table showing the access of Human Resource Department easily

Yes 167 83
No 33 17
Total 200 100
Interpretation:
From the above table it was observed that 83% of the respondents feel that they
access the Human Resource Department easily, 17% of the respondents feel that they
cannot access the Human Resource Department easily.
Chart No. 2.3.10

Chart showing the access
54
Table No. 2.3.11

Table showing the Human Resource Department solve the
problems immediately

Yes 166 83
No 34 17
Total 200 100
Interpretation:
From the above table it was observed that 83% of the respondents feel that the
Human Resource Department solve their problems immediately, 17% of the respondents
feel that Human Resource Department not solve their problems immediately.
Chart No. 2.3.11

Chart showing the Human Resource Department solve the problems Immediately
55
Table No. 2.3.12

Table showing the satisfaction with the organizational climate at Reliance
No. of
Particulars Percentage (%)
Respondents
Satisfied 131 66
Neither satisfied nor Dissatisfied 14 7
Dissatisfied 13 6
Total 200 100
Interpretation:
From the above table it was observed that 66% of the respondents are satisfied
with the organizational climate at Reliance, 20% of the respondents are Highly satisfied
with the organizational climate the Reliance, 7% of the respondents are Neither satisfied
nor dissatisfaction with the organizational climate the Reliance, 6% of the respondents
are dissatisfied with the organizational climate at Reliance, 1% of the respondents are
highly dissatisfied with the organizational climate at Reliance.
Chart No. 2.3.12

Chart showing the satisfaction with the organizational climate at Reliance
70%
ndents
60%
56
Table No. 2.3.13

Table showing the Reward given based on their job performance

Yes 136 68
No 64 32
Total 200 100
Interpretation:
From the above table it was observed that 68% of the respondents feel that the
Reward given based on their job performance, 32% of the respondents feel that the
Rewards given is not based on their job performance.
Chart No. 2.3.13

Chart showing the Reward given based on their job performance
32%
57
Table No. 2.3.14

Table showing the Resources provided for reaching employees target
in the job

Strongly Agree 64 32
Agree 101 50
Neither Agree Nor Disagree 28 14
Disagree 7 4
Strongly Disagree 0 0
Total 200 100
Interpretation:
From the above table it was observed that 50% of the respondents are agree that
the resources are provided for reaching the target in the job, 32% of the respondents are
strongly agree that the resources are provided for reaching the garget in the job, 14% of
the respondents are Neither Agree nor disagree that the resources are provided for
reaching the target, 4% of the respondents are strongly disagree the resources are not
provided for reaching the target in the job.
Chart No. 2.3.14

Chart showing the Resources provided for reaching employees
target in the job
No. of Respondents
60 50
50
40 32
30
20 14
10 4 0
0
Strongly Agree Neither Agree Disagree Strongly
Agree Nor Disagree Disagree
Employees Target
58
Table No. 2.3.15

Table showing the supervisors listen to Employees Ideas

Always 95 47
Often 40 20
Sometimes 53 27
Rarely 12 6
Never 12 6
Total 200 100
Interpretation:
From the above table it was observed that 47% of the respondents are Always feel
that their superiors listen to their Ideas, 27% of the respondents are sometimes feel that
their supervisors listen to their ideas; 20% of the respondents are often feel that their
superiors listen to their Ideas, 6% of the respondents are rarely feel that their supervisors
listen to their Ideas.
Chart No. 2.3.15

Regarding the supervisors listen to Employees Ideas
50%
45%
59
Table No. 2.3.16

Table showing the job challenges and excites

Agree 105 52
Disagree 10 5
Total 200 100
Interpretation:
their job challenges and excites them, 31% of the respondents are strongly agree that their
job challenges and excites them, 7% of the respondents are neither agree nor disagree that
their job challenges and excites them, 5% of the respondents are disagree and strongly
disagree that their job challenges and excites them.
Table No. 2.3.16

Chart showing the job challenges and excites
No. of Respondents
60 52
50
40 31
30
20 7 5 5
10
0
Strongly Agree Neither Disagree Strongly
Agree Agree Nor Disagree
Disagree
Job challange s and Excites
60
Table No. 2.3.17

Table showing the job pressure prevailing at Reliance

Yes 157 78
No 43 22
Total 200 100
Interpretation:
From the above table it was observed that 78% of the respondents feel that there
is a job pressure prevailing at Reliance, 22% of the respondents feel that there is no job
pressure prevailing at Reliance.
Table No. 2.3.17

Chart showing the job pressure prevailing at Reliance
61
Table No. 2.3.18

Table showing the satisfaction level with the management

Satisfied 138 69
Neither Satisfied Nor Dissatisfied 8 4
Dissatisfied 5 3
Total 200 100
Interpretation:
From the above table it was observed that 69% of the respondents one satisfied
with their management, 23% of the respondents are Highly Satisfied with their
management, 4% of the respondents are Neither Satisfied nor dissatisfied with their
management, 3% of the respondents are dissatisfied with their management, 1% of the
respondents are Highly dissatisfied of their management.
Chart No. 2.3.18

Chart showing satisfaction level with the management
70%
60%
62
Table No. 2.3.19

Table showing adequate knowledge to handle the responsibilities in their role

Yes 184 92
No 16 8
Total 200 100
Interpretation:
From the above table it was observed that 92% of the respondents have the
adequate knowledge to handle the responsibilities in their role, 8% of the respondents
does not have the adequate knowledge to handle their responsibilities in their role.
Chart No. 2.3.19
Chart showing adequate knowledge to handle the responsibilities
in their role:
63
Table No. 2.3.20

Table showing the current job profile matches with expectations.

Agree 129 64
Disagree 7 3
Total 200 100
Interpretation:
the current job profile matches with expectations, 27% of the respondents are strongly
agree that the current job profile matches with expectations, 5% of the respondents are
neither agree nor disagree that the current job profile matches with expectations 3% of
the respondents are disagree that the current job profile matches with expectations, 1%of
the respondents are strongly disagree that the current job profile matches with
expectations.
Chart No. 2.3.20

Chart showing the current job profile matches with expectations.
No. of Respondents
80 64
60
40 27
20 5 3 1
0
Job Profile
64
Table No. 2.3.21

Table showing the interaction with superiors for clarification

Agree 115 57
Disagree 12 6
Total 200 100
Interpretation:
they are allowed to interact with superiors regarding the job 30% of the respondents are
strongly agree that they are allowed to interact with superiors for clarification regarding
the job, 6% of the respondents are disagree that they are not allowed to interact with
superiors for clarification regarding the job, 5% of the respondents are neither agree nor
disagree that they are allowed to interact with superiors for any classification regarding
their job, 2% of the respondents are strongly disagree that they are not allowed to interact
with their superior for any clarification regarding the job.
Chart No. 2.3.21

Chart showing the interaction with superiors for clarification
57
60
50
40 30
30
20 6
5 2
10
0
Superiors for clarification
65
Table No. 2.3.22

Table showing the policies and procedure successfully helps you to retain in the
organization
Agree 110 55
Disagree 10 5
Total 200 100
Interpretation:
the policies and procedures implemented successfully helps to retain in the organization,
25% of the respondents are strongly agree that the policies and procedure helps them to
retain in the organization, 14% of the respondents are Neither agree nor disagree that the
policies and procedures implemented successfully helps to retain in the organization, 5%
of the respondents are disagree with the above statement, 1% of the respondents are
strongly disagree with the above statement.
Chart No. 2.3.22

Chart showing the policies and procedure successfully helps you to retain in the
organization
60
No. of Respondents
50
40
30
20
10
0
Strongly Agree Agree Neither Agree Disagree Strongly
Nor Disagree Disagree
Policie s a nd proce dure s
66
CHI – SQUARE
AIM : “To know the relationship between the resources

provided and reward for their performance”,
H0 : There is no relationship between the resources
provided and the reward given for their performance
H1 : There is a relationship between the resources
provided and the reward given for their performance
Resource
Agree Disagree Total
Rewards
68 82 150
Yes
No 32 18 50
100 100 200
To find the expected frequency:
150 x 100 150 x 100

= 75 = 75
200 200
50 x 100 50 x 100
= 25 = 25
200 200
67
Observed Expected (O − E ) 2
(O − E ) 2
frequency frequency E
68 75 49 0.65
82 75 49 0.65
32 25 49 0.56
18 25 49 0.56
Degree of Freedom = (C-1)(R-1)

= (2-1)(2-1)
= (1 * 1)
= 1
5% = 3.841
Table Value > Calculated Value
3.841 > 2.42
Table value is greater than calculated value H0 is accepted, H1 is rejected.
Conclusion:
There is no relationship between the resources provided and the reward given for
their performance.
68
CORRELATION
AIM : To know the relationship between job pressure and
satisfaction towards management
X Y X2 Y2 XY
18 2464 3422
157 29045
5 9 5
43 645
15 1849 225
20 2649 3445
200 29690
0 8 0
N ∑ XY − ( ∑ X ) ( ∑ Y )
ζ =
N∑ X 2 −( ∑ X ) N ∑Y 2 − ( ∑Y )
2 2
N = 2, XY = 29690, (Σ X) (Σ Y) = 40000,
X2 = 52996, Σ X2 = 40000
Y2 = 68900, Σ Y2 = 40000
=
( 2 × 29690 ) − ( 40000 )
52996 − 40000 68900 − 40000
19380
=
( 114 ) ( 170 )
19380
=
19380
=1
Positive Correlation:
If both the variables are varying in the same direction i.e. if one variable is
increasing the other variable is also increasing or if one variable is decreasing the other
on an average is also decreasing. The correlation is said to decreasing the other on an
average is also decreasing the correlation is said to be positive.
Conclusion:
There is relationship between job pressure and satisfaction towards management.

69
Interval Estimation:
Calculation showing the Interval Estimation Given

AIM: To know the satisfaction level to access the Human Resource department easily.
P→ States the number of Yes
Q→ States the number of No
N → No. of Respondents
PQ
P ± 1.96
n
Yes = 167
No = 33
167
P = = 0.835
200
33
Q = = 0.165
200
0.835 × 0.165
= 0.835 ± 1.96
200
= 0.835 ± 1.96 0.00069
= 0.835 ± 1.96 ( 0.026 )
= 0.835 ± 0.051
= 0.886, 0.784
Conclusion:
∴ The Employees satisfied lies between 0.886, 0.784

70
Interval Estimation
Z=-∞ Z=∞
Z=0 Z=0.784 Z=0.886
71
Calculation showing the interval estimation

AIM: To know the satisfaction level about the career growth in this organization
P→ States the number of Yes
Q→ States the number of No
N → No. of Respondents
PQ
P ± 1.96
n
Yes = 168
No = 32
168
P = = 0.84
200
32
Q = = 0.16
200
0.84 × 0.16
= 0.84 ± 1.96
200
= 0.84 ± 1.96 0.00067
= 0.84 ± 1.96 ( 0.026 )
= 0.84 ± 0.051
= 0.891, 0.789
Conclusion
∴ The employees satisfied lies between 0.891, 0.789

72
Interval Estimation
Z=-∞ Z=∞
Z=0 Z=0.789 Z=0.891
73
KOLMOGROV SMIRNOV D MAX TEST
AIM: To test the relationship between level of satisfaction about current Job with
reference to the employees qualification.
Ho: There is no significant difference between the level of satisfaction about the
current Job with reference to the employees qualification.
H1: There is significant difference between the level of satisfaction about the current
Job with reference to the employees qualification.
Neither
Level of satisfaction Strongly
S.No. Agree Agree Nor Disagree Total
Qualification Agree
Disagree
1 Graduation 30 72 6 4 112
2 Post Graduation 10 25 2 1 38
3 Diploma 11 26 2 1 10
4 Others 2 6 0 2 10
Total 53 129 10 8 200
Neither
Level of satisfaction Strongly
S.No. Agree Agree Nor Disagree Total
Qualification Agree
Disagree
Rank W 4 3 2 1
1 Graduation X 30 72 6 4 112
WX 120 216 12 4 352
2 Post Graduation X 10 25 2 1 38
WX 40 75 4 1 120
3 Diploma X 11 26 2 1 40
WX 44 78 4 1 127
4 Others X 2 6 0 2 10
WX 8 18 0 2 28
S.N Level of Satisfaction

Weighted Rank
o. Qualification
1 Graduation 3.1429 3
2 Post Graduation 3.1579 2
3 Diploma 3.175 1
74
4 Others 2.8 4
Fo(x) –
O CF Fo(x) E CE Fe(x)
Fe(x)
3.175 3.175 0.2586 3.0690 3.0690 0.25 0.0086
3.1579 6.3329 0.5159 3.0690 6.138 0.5 0.0519
3.1429 9.4758 0.7719 3.0690 9.207 0.75 0.0219 DMAX
2.8 12.2758 1 3.0690 12.276 1 0
Calculated value / DMax = 0. 0219

Table value at 5% level of significance = 1.36 / n
= 1.36 / 200
= 1.36 / 14.142
= 0.09617
Result:
Table value at 5% level of significance = 0.09617 Table value is greater than

calculated value, which significantly proves that the null hypothesis is accepted and the
alternate hypothesis is rejected.
Decision:
There is no significant difference between the level of satisfaction about the

current Job with reference to the employees qualification.
75
CHAPTER - III
3.1. FINDINGS
 From the above table it was observed that 67% of the respondents is in the age
group of 20-25 years, 18% of the respondents is less than 20-25 years, and 7% of
the respondents is above 30years.
 From the above table it was observed that 56% of the respondents are Graduation,
20% of the respondents are Diploma and 19% of the respondents are Post
Graduation.
 From the above table it was observed that 78% of the respondents are Unmarried,
22% of the respondents are married.
 From the above table it was observed that 50% of the respondent’s recruitment
process employee Referral, 19% of the respondent’s recruitment process from
Field Recruitment, 14% of the respondents recruitment process from others.
 From the above table was it observed that 84% of the respondents feel that they
are aware about the career growth in the organization 16% of the respondents feel
that they are not aware about the career growth in the organization.
 From the above table is was observed that 49% of the respondents are satisfied
with the training and Time schedule of the training programme provided by
Reliance, 19% of the respondents are neither satisfied not dissatisfied with the
training and time schedule of the training programme provided by Reliance.
 From the above it was observed that 60% of the respondents is satisfied with the
performance appraisal system, 6% of the respondents is highly dissatisfied with
the performance appraisal system.
 From the above table we observed that 34% of the respondents feel that incentives
is their motivating factor in Reliance, 15% of the respondents feel that Rewards is
the motivating factor in Reliance.
 From the above table it was observed that 27% of the respondents that their salary
is the motivating factor to retain within the organization, 16% of the respondents
that their allowances is the motivating factor to retain within the organization.
76
 From the above table it was observed that 83% of the respondents feel that they
access the Human Resource Department easily, 17% of the respondents feel that
they cannot access the Human Resource Department easily.
 From the above table it was observed that 83% of the respondents feel that the
Human Resource Department solve their problems immediately, 17% of the
respondents feel that Human Resource Department not solve their problems
immediately.
 From the above table it was observed that 66% of the respondents are satisfied
with the organizational climate at Reliance, 7% of the respondents are Neither
satisfied nor dissatisfaction with the organizational climate the Reliance.
 From the above table it was observed that 68% of the respondents feel that the
Reward given based on their job performance, 32% of the respondents feel that
the Rewards given is not based on their job performance.
 From the above table it was observed that 50% of the respondents are agree that
the resources are provided for reaching the target in the job, 14% of the
respondents are Neither Agree nor disagree that the resources are provided for
reaching the target.
 From the above table it was observed that 47% of the respondents are Always feel
that their superiors listen to their Ideas, 20% of the respondents are often feel that
their superiors listen to their Ideas.
their job challenges and excites them, 7% of the respondents are neither agree nor
disagree that their job challenges and excites them.
 From the above table it was observed that 78% of the respondents feel that there
is a job pressure prevailing at Reliance, 22% of the respondents feel that there is
no job pressure prevailing at Reliance.
 From the above table it was observed that 69% of the respondents one satisfied
with their management, 4% of the respondents are Neither Satisfied nor
dissatisfied with their management.
 From the above table it was observed that 92% of the respondents have the
adequate knowledge to handle the responsibilities in their role, 8% of the
77
respondents does not have the adequate knowledge to handle their responsibilities
in their role.
the current job profile matches with expectations, 5% of the respondents are
neither agree nor disagree that the current job profile matches with expectations.
they are allowed to interact with superiors regarding the job, 6% of the
respondents are disagree that they are not allowed to interact with superiors for
clarification regarding the job.
the policies and procedures implemented successfully helps to retain in the
organization, 14% of the respondents are Neither agree nor disagree that the
policies and procedures implemented successfully helps to retain in the
organization.
78
3.2. SUGGESTIONS
 The study reveals that 19% of the respondents feel that they are
dissatisfied with training programme, so the company should provide practical
training to the new employee with the assistance of Existing employee.
 From the data obtained it shows that 18% of the respondents are not satisfied
with the performance Appraisal system, so the management should concentrate in
performance Appraisal system continuously
 It shows that 32% of the respondents feel that they would not get the reward
based on their performance, so the management should provide the reward based
on their performance.
 From the data obtained it shows that 18% of the respondents feel that they are not
provided with resources for reaching their target, so the management should
properly provide the resources to achieve their targets
 The study reveals that 33% of the respondents feels that their superiors are not
listen their Ideas, so the superiors should listen their ideas.
 The management should motivate the employee through monetary and non-
monetary benefits for their future progress.
 The study shows that 78% of the respondents feel that there is a Job pressure so
the management should takes steps for reduce the Job pressure.
 The management would allow the employee to interact with their superior for
any clarification regarding their Job.
 The Company should give clear idea on company policies & procedures during
the orientation programme.
79
3.3. CONCLUSION
The main objective of conducting the study is to find out the attrition rate in the
Broad Band and to frame the retention of employees for the same. The study was
conducted in detailed manner to know the causes for the attrition and to give suggestions
to rectify it. The project was conducted to the factors that are influencing the attrition
rate.
The data was collected from 200 respondents using the structured questionnaire.
The collected data was analysed using the statistical tools like chi-square, percentage.
Analysis, Correlation & Interval Estimation.
From the study it was clear that there were number of dissatisfaction parameter
prevailing where the management should have a look.
Based on the findings suitable suggestions were given by the researchers. The
management may consider for the betterment of Employees.

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Chapter - I Concept

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1

A business cannot succeed if the human elements are neglected. Manpower

Employee retention is crucial to the long-term success of the business and

Definition for Retention

Definition for Retention Strategy

The Challenge of Talent Retention

Causes/Consequences of Employee Retention

Organisation Initiated Parameter:

Sometimes employees have to separate from an oranisation as they have not

Effective Managers Create Employee Retention

Managers who retain staff start by communicating clear expectations to the

Employee complaints about managers and supervisors center on these areas.

• provide clarity about expectations,

How to Help Managers with Employee Retention

• Hold regular meetings to provide management development coaching and

Top Ten ways to retain Your Great Employees

Employee retention is one of the primary measures of the health of your

Management thinkers from Ferdinand Fournies ( Why Employees Don’t Do

• Talent and skill utilization is another environmental factor your key

The perception of fairness and equitable treatment is important in employee

• When an employee is failing at work, I ask the W. Edwards Dewing question,

• No matter the circumstances, never, never, ever threaten an employee’s job

Retention in an Improving Job Market

A recent Society for Human Resource Management (SHRM) press release

The survey is produced by SHRM and CareerJoumal.com, the free, executive

• 53 percent seek better compensation and benefits.

• 35 percent cited dissatisfaction with potential career development.

• 62 percent provide tuition reimbursement.

Most HR professionals surveyed (71 percent), in large organizations (those with

In addition to the three retention tips offered by HR professionals in the SHRM-

• Offer an attractive, competitive, benefits package with components such as life

1.2 COMPANY PROFILE

RELIANCE HR SERVICES LTD (RHRS)

Reliance HR Services is an Organization which provides all Human Resource

1. Broad Band (BB).

 Infocomm Group Companies.

INFOCOMM GROUP COMPANIES

 Reliance Communications Pvt. Ltd. (RCPL).

INFOCOMM BUSINESS ASOCIATED COMPANIES

Reliance Telecom Ltd.

RELIANCE ENERGY COMPANIES

 Reliance Energy Ltd. (REL).

 Reliance Energy Trade Pvt. (RETP).

Reliance Infocomm is the outcome of late Dhirubhai Ambani’s dream of

“We will leverage our strengths in executing complex global-scale projects to

We will create an integrated infrastructure with state – of – the art digital

Our transparent HR policies and robust processes are driven by a single

Our main aim is to create a team of world beaters that is:

 Committed to excellence in quality.

In order to achieve our objective, we offer our people...

 Growth opportunities to expand leadership capabilities.

In addition, we follow a well – defined Rewards & Recognitions programme that

At Reliance – Anil Dhirubhai Ambani Group, we encourage our colleagues to

• Always keep the customer’s needs in mind and constantly innovate.

RELIANCE – ANIL DHIRUBHAI AMBANI GROUP

Reliance – Anil Dhirubhai Ambani Group, an offshoot of the Reliance Group

Reliance – ADA Group’s flagship company, Reliance Communications, is India’s

o Postpaid – (Selling of postpaid cards)

According to me Reliance Infocomm gives a very good compensation to their

ORGANIZATION HISTORY OF RELIANCE INFOCOMM

1971-72 : Launch of only Vimal Brand.

1993 : India’s largest Private Sector Company: