Project

A PROJECT REPORT ON
“A Study to Improve an Employee's Sense of Belonging in an
Organization: An Effective Tool for Reducing Attrition”
SUBMITTED BY
Vibha Kattige
ROLL NO. 5022
Human Resources
BATCH 2014 - 2016
TO
UNIVERSITY OF MUMBAI
FOR THE DEGREE OF
THE MASTERS OF MANAGEMENT STUDIES
UNDER THE GUIDANCE OF
Prof. Prema Yadav
Sir M. Visvesvaraya Institute of Management Studies & Research
WADALA (WEST), MUMBAI – 400 031

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CERTIFICATE
This is to certify that the study presented by Vibha Kattige to the University of Mumbai
in part completion of two year full time degree of MMS specializing in Human Resource under
the title of Project Report on “A Study to Improve an Employee's Sense of Belonging in an
Organization: An Effective Tool for Reducing Attrition” has been done under my guidance.
To the best of my knowledge, this project is in the nature of original work that has not so
far been submitted for any degree in this institute or any other university.
Signature of the Candidate
(Vibha Kattige)
Forwarded through the research guide
Signature of the Guide
(Prof. Prema Yadav)

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DECLARATION
I, Vibha Kattige, studying in the Second Year of Masters of Management Studies course
in the academic year 2014-16 at Sir M. Visvesvaraya Institute of Management Studies &
Research, Wadala (West), hereby declare that I have completed the project titled, “A Study to
Improve an Employee's Sense of Belonging in an Organization: An Effective Tool for
Reducing Attrition” as part of the course requirements of Masters of Management Studies of
University of Mumbai.
I further declare that the information presented in this project is true and original to the
best of my knowledge.
Date:
Place: Mumbai
Vibha Kattige

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ACKNOWLEDGEMENT
First and foremost, I would like to express my sincere gratitude and thanks towards the
UNIVERSITY OF MUMBAI for introducing a course like MMS and giving all the students a
base and a platform to keep abreast with the changing business scenario.
I would like to express my gratitude and sincere thanks to my Project Guide Prof. Prema
Yadav, Faculty – HR, SVIMS, for instilling confidence in me to carry out this study and
extending valuable guidance and encouragement from time to time, even when I was in Chennai,
without which it would not have been possible to undertake and complete this project.
I also wish to extend my appreciation and sincere thanks to Mr. Zakir Hussain, Ms.
Priya A. and Mr. Bhaskar P. of Value Global IT Solns., for guiding me all throughout my
project and making me feel at home for a duration of two months when I was in Chennai.
Last but not the least my family, friends and colleagues for their valuable comments and
suggestions for making this a cherishable experience for me.
Vibha Kattige

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TABLE OF CONTENTS
Sr. No. Topics Pg. No.
1 Introduction
1.1 Executive Summary 6
1.2 Objectives of the Project 8
1.3 Scope of the Study 8
1.4 Literature Review 9
1.5 Overview of the IT Industry 12
1.6 Organization Profile 14
1.7 Introduction to Employee’s Sense of Belonging in an Organization 25
1.8 Challenges Faced by HR in the IT Industry 32
2 Research Methodology 38
3 Data Analysis and Interpretation (Objective wise) 39
4 Findings and Conclusion
4.1 Findings 50
4.2 Conclusion 54
5 Implications of Study 55
6 Recommendation 56
7 List of References 59
8 Annexure 61

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EXECUTIVE SUMMARY
The project is entitled ‘A Study to Improve an Employee's Sense of Belonging in an
Organization: An Effective Tool for Reducing Attrition’. The IT sector, being a fast growing
industry is also an industry which has people moving out faster as compared to other industries
i.e. the attrition rate in the IT industry is high. It is a very versatile industry and hence, there is a
need for the employers to retain employees in order to curb attrition.
The company which hosted my internship was Value Global IT Solutions, Chennai. The
management of the company was very concerned about the phenomenon of people leaving the
company even after being there for over 3 years. They wanted to devise methodologies and
improve the environment in order to retain employees for a longer span of time which they
believed could be achieved by improving the employee’s sense of belonging in the organization
and hence, the above topic was assigned to me.
Over a period of two months, I was asked to interact with all the employees of Value
Global IT Solutions and take a feedback about their experience there. I was given the liberty to
interact with the employees on one-to-one basis to take suggestions from them regarding any
improvements or changes required in the work place environment of Value Global which could
be taken as pointers for retaining employees in the organization.
Employee Retention is essential due to the following factors –
1. Hiring is not an easy process
2. An organization invests time and money in grooming an individual and making him/her
ready to work and understand the corporate culture
3. When an individual resigns from his present organization, it is more likely that he would
join the competitors
4. The employees working for a longer period of time are more familiar with the company’s
policies, guidelines and thus they adjust better

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5. Every individual needs time to adjust with others
6. It has been observed that individuals sticking to an organization for a longer span are
more loyal towards the management and the organization
After interacting with the employees over a period of two months, their feedbacks and
suggestions were analyzed by me and compiled as the Findings and Conclusions of my project
report.

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OBJECTIVES OF THE PROJECT
Objective #1: To know about the methods of fulfilling the future needs and aspirations of
employees in the organization.
Objective #2: To verify the satisfaction level of employees in the organization.
Objective #3:To verify and suggest ways of promoting the company’s brand image in the eyes
of the employees.
Objective #4: To find out the ways to make the employees proud of their own company.
Objective #5:To suggest improvements in the working conditions prevailing in the
organization.
SCOPE OF THE STUDY
 This project is prepared with the intention to make one realize and understand the
significance of reducing employee attrition in an organization.
 Reducing employee attrition has become a major goal of an organization.
 Initially recruitment was only talked about, but in today’s corporate world, recruitment
has just become a part of Human Resource Management (HRM). Major importance is
attached to employee engagement and retention.
 This project not only aims to present the theoretical aspects of employee’s sense of
belonging to an organization but the practical aspects as well.
 A survey is done to understand the needs of employees in order to make them stay with
the organization for a longer duration of time.

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LITERATURE REVIEW
A detailed examination of literature in related textbooks, periodicals and official documents was
performed to assess attrition and retention. A comprehensive review of the materials was also
required to create starting point to steer the research process and institute vision for the future. A
patterned approach was utilized to conduct and explain the literature review. First, the material
that related to attrition and employee engagement were reviewed and analyzed. Second, the
evaluation of resources related to retention was addressed.
Attrition, Employee Engagement& Retention
In today’s turbulent times, organisations are very conscious about their reputation in the
market and also like to get competitive advantage over others. Organisations value employees as
the greatest resource, so they should be handled with care. Unlike olden times where the only
concept that existed was of retirement and not resignation, the new age employees are far more
flexible. Attrition, meaning a gradual reduction in work force by retirement, resignation and
death, is a serious concern for every company today and they are fighting with this problem by
redefining their HR policies and practices.
Some of the major causes of attrition are the ample opportunities for talented persons in
this world, dissatisfaction due to meager salaries, less or no career growth opportunities, inferior
employee supervision, eagerness to get into companies with global presence, lack of recognition,
lack of freedom of expression in the organization and underutilization of talents and skills of the
individuals (Employee Attrition And Retention in a Global Competitive Scenario – M.V.
Nappinnai& N. Premavathy, Impact Journals). Attrition cannot be completely stopped but
can be reduced to a certain extent if the root cause can be identified and proper solutions
provided related to job and work environment.
Any fast growing industry has its own flip side, attracting and retaining the best talent by
means of engagement is one of them. In the highly unpredictable market scenario, employee

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engagement has become a hot topic in the corporate world. Employee engagement, by
motivation, is a key aspect of human resource management (International Journal in
Multidisciplinary and Academic Research (SSIJMAR) Vol. 2, No. 3, May-June (ISSN 2278
– 5973)).
Motivational factors seem to be different from person to person. For example, the
expectation of the person to do the duties and responsibilities efficiently in comparison with the
expectation of the person to be interested in the organization are possibly of different
motivational factors and are not identical (Shaskova, 2010).
Various definitions have been presented for motivation; some of them are mentioned in
the following. Parhizgar (1989) states: motivation is simply the driving root that forces the
person to produce a kind of act or acts to meet the needs that he wishes to make. Rahimi Nick
(1995) defines motivation as: How behavior starts, activates, and stops and what kind of internal
interactions within the organism comes into existence.
The management plays an important role in motivation. One of the important duties of
directors is leadership and leadership is the guidance and influence in others and creation of
motivation in them. Some people like Maslow consider hierarchy of needs and some others
believe in the other contingency factors such as probability of success in work, the chance to
achieve rewards, jobfactors and organizational factors which are involved in the process of
motivation (Chandler, 2009).The importance of management as the primary principle of society
guidance systems and as a vital artery in state systems is obvious. Knowing how to motivate
employees in different dimensions of each organization, managers can realize the goals of the
departments and increase the level of effectiveness and efficiency (Andey, 2007).
In a research by Salehi (2008) on the important motivational factors that affect staff
performance in a Steel Company, the results showed that the most important factors in order of
priority in terms of staff recognition are: job security, travel and recreational tours, programs and
services such as health insurance that clinics offer by the organization’shospital, appropriate
rewards based on performance, knowledge of work, amount of work done, quality of work done,
customer satisfaction, interest of the person in the job he does and rate of success of the person in
his job.

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In a research by Marjiolein et al (2003) under the title of reviewing and detection of staff
excitation factors in Vietnam, the results indicated that motivation is influenced by both,
financial and non-financial stimulus and themain factors in motivation included appreciation and
gratitude of the managers, relationship with the staff, jobsecurity and income, and dissatisfaction
factors were: low income and difficult working conditions.
A survey conducted by Accenture (2012), a leading IT company, pointed that
sustaining a productive and committed workforce has become increasingly critical to achieving
high performance. A disengaged workforce vastly impacts all industries with lost productivity, a
culture of negativity and unhappiness and, sometimes, loss of key talent. Organizations that fail
to take an active approach in recognizing—and rectifying—low employee engagement see a
negative impact to their business as employees disengage from their work or, ultimately, leave.
While employee engagement is a universal challenge for organizations across both the private
and public sectors, some challenges are specific to the non-profit sector. Based on Accenture’s
research and experiences, it recommends tactical and scalable steps that non-profits can take to
increase employee engagement:
• Respond: Measure employee engagement, analyze the results, commit to making change and
take action.
• Invigorate: Highlight how individual employee actions contribute to achieving the
organization’s mission.
• Adapt: Provide work/life options that enable each employee to most effectively contribute to
the organization.
• Build: Provide career development and professional growth opportunities that excite workers
and raise the skill level of the organization’s workforce.
• Reward: Acknowledge accomplishments and contributions.

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OVERVIEW OF THE INFORMATION TECHNOLOGY INDUSTRY
Technological progress is a considerable driving force behind economic growth and job
creation. Information and communication technologies (ICTs), in particular, are reshaping many
aspects of the world’s economies, governments, and societies. In developing countries,
governments, businesses and people are harnessing the transformative power of ICTs to make
public services more efficient, to grow businesses, and to strengthen and expand social networks.
More than 75 percent of the world’s inhabitants now have access to a cell phone, with the
number of mobile-cellular subscriptions approaching more than 7 billion globally. New services
and industries are emerging. In Tanzania, for example, mobile money agents now outnumber all
other financial intermediaries by ten to one. Over half of those living on less than $2 a day in that
country have access to mobile technology.
At the same time, access to mobile and fixed broadband remains prohibitively expensive
in some countries where lack of ICT infrastructure and regulatory bottlenecks still hamper
broadband development. Residential fixed-broadband services cost about 30 percent of average
monthly GNI per capita in developing countries – compared to just 1.7 percent of average
national income in wealthy countries. This average masks vast discrepancies between and within
countries, affecting opportunities available to citizens. In Djibouti for example, a mobile
broadband package costs more than the income of the poorest 60 percent of the population. Done
right, ICT infrastructure investment and policy reform can be a key enabler of poverty reduction
and shared prosperity. A 10 percent increase in high-speed internet connections is associated on
average with a 1.4 percent increase in economic growth in developing countries.
The Information Technology Industry of India dates back to 1967 when the Tata Group
in collaboration with Burroughs set up the first software zone, SEEPZ in Mumbai. In 1973
SEEPZ became the first software export zone which saw 80% of the software export in the
1980s. Since then, the IT sector of India has grown by leaps and bounds and has acquired India a
brand name in the IT and ITES (Information Technology Enabled Services) sector in the global
scenario. The major hubs for the IT export sector are Bangalore, Chennai, Hyderabad, Delhi,

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Mumbai & Kolkata. Bangalore has earned the sobriquet, ‘The Silicon Valley of India’ owing to
the maximum IT export (generating 77% of the net IT export revenue of India). The IT – ITES
sector can be broadly classified into two categories (i) Business Process Outsourcing (BPO) and
(ii) Domestic and IT export. The growth in the BPO sector under the supervision of the IT –
ITES sector has been phenomenal. According to NASSCOM, “The IT – BPO sector in India
aggregated revenue of US$ 100 billion in FY 2012, where export and domestic revenue stood at
US$ 69.1 billion and US$ 31.7 billion respectively”.
The industry is also an employment intensive sector. According to a report prepared by
Gartner, top five outsourcing companies of India are TCS, Cognizant, Infosys, Wipro and HCL
Technologies.The IT sector contributed to 8.1% of India’s GDP in 2013. It is the largest private
sector employer and the 4th largest urban women employer. According to the IBEF (Indian Brand
Equity Foundation) figures, the Indian IT industry is set to touch $225 billion by 2020.Thanks to
the success of the IT industry, India is now a power to reckon with.

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ORGANIZATION PROFILE
Value Global IT Solutions, Chennai
 Value Global is a global business technology partner that provides high value software life
cycle solutions to their clients.
 The mission is to help businesses by applying their industry expertise to create innovative,
client-centric solutions across a broad range of technologies that ensure optimal business
efficiency.
 Their service segment includes Application Development, Managed Services, QA
Solutions, Enterprise Mobility Solutions, Service Oriented Architecture (SOA) and
Integration, andBusiness Process Outsourcing.
 In addition to world-class IT services and solutions, they provide:
 Value Global’s business can be broken up into the following towers:
Horizontal – Managed Services, BPO, Product Analysis and Development, Implementations
Vertical – Oil and Gas, Retail, E-commerce, High-tech, Software and Compliance. They
have other industries that they service, but largely on enterprise resource planning software
and not as an emphasized vertical.

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 Value Global LLC was started in Houston, Texas on 22nd August, 2006. It also maintains
offices in Dallas and Austin, Texas, as well as offshore centres in Chennai and Bangalore in
India, employing a Global Delivery Model to ensure efficiency and efficacy for their clients.
They deliver innovative and responsive solutions incorporating their “Technology to
Business” culture, helping clients to align their IT strategy with their larger business goals.
 The customers of Value Global are:
i. Oil and Gas companies (such as Noble Energy, Southwestern Energy, BHP Billiton, Oxy)
ii. Retail customers (Golfsmith, Sitestuff/Yardi)
iii. E-commerce (Jagged Peak)
iv. High-Tech (Sirius Satellite Radio)
v. Software (Hazsoft, Fulcrum Information Technologies, Research Now)
vi. Other customers include American Bureau of Shipping and Petmate
 The turnover in the year 2014 was approximately US $5 million with a profit of about a
million.
 There are close to 150 employees in the organization as a whole.
 The competitors of Value Global are Infosys, Wipro, some smaller players such as Tecnics,
Rolta and DBAK.

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 Culture of Value Global:
At Value Global, LLC, they want to do more than deliver world-class IT solutions and
services for their clients. They seek to forge powerful partnerships that allow both their
clients and their employees to realize their greatest potential. To achieve this, they:
i. Pledge Integrity in their work and relationships.
ii. Empower and support their partners to act with Initiative.
iii. Emphasize Balance between personal and professional lives.
iv. Create an environment of Collaboration, Accountability, and Ownership so
that Innovation may thrive.
Through adherence to these principles, they strive to surpass the status quo and establish
higher standards of excellence.
 Approach:
Value Global employs an enhanced Global Delivery Model that combines practical global
operations expertise with comprehensive business acumen, offering 24*7 support for the
distributed work environment. They recognize the distributed nature of the modern enterprise
and leverage their expertise to provide enhanced collaboration and consulting services. They
also examine global industry trends in order to better understand the various economic and
societal factors that impact market strategy and policy.
Through this delivery model, Value Global clients are offered:
i. Robust domestic project management office
ii. Expertise in deploying resources onsite, while utilizing remote support to optimize time
and cost for solution delivery
iii. High value delivery with shorter cycle time
iv. Leverage of a talent pool of over 150 IT professionals worldwide
v. Global connectivity enhanced by proper collaboration, leading to improved decision
making and organization

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 Partners:
I. TECHNOLOGY PARTNER
Oracle, Inc
Certified Gold Partner for this industry-standard provider of enterprise-wide software
solutions
II. ALLIANCES
i. Infoview
Implementation partner for this Japan-based expert in mobile and cloud-computing
technologies
ii. Fulcrumway
Development partner for this Risk Management and Compliance software solutions
leader

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 Meet The Team:
I. PROJECT MANAGEMENT TEAM:
II. DEVELOPMENT CENTERS:

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 Careers:
Value Global works with clients, with mission critical business challenges, involving the
latest and greatest of technologies. Hence, they recruit only the best talents to work in these
niche segments under demanding situations. When you join VG, you are not only part of a
progressive, innovative company but are also in the midst of peers that are best in the
industry. This thriving environment enables mutual learning and enriching interactions.
In order to recruit and retain the best minds in the industry, VG has a robust and clearly
defined HR Framework that ensures the contentment of their employees throughout their
career path. VG offers the best remunerations and benefits in the industry and also invests
heavily on regular training programs on technical and soft skills to enhance their employees'
competitiveness. Employees are also encouraged to maintain a healthy work-life balance to
keep undue stress and burnouts at bay.
VG is the place for achievers. If you are one, you may want to join VG, as no achievement at
VG goes without recognitions, rewards and celebrations.
 Services:
I. ENTERPRISE SERVICES:
INNOVATE – INTEGRATE – ACCELERATE
The health of the IT infrastructure affects every aspect of business. Departments cannot
perform to their highest levels without the support of functional, integrated, and agile
technology platform. At Value Global, they understand the difficulties inherent in
managing IT infrastructure within an ever-changing technological and operational
landscape. They address this issue by offering a comprehensive portfolio of Enterprise
Services that complement the current IT systems and ensure that they maintain efficiency

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and agility. They apply a consultative approach to their delivery so that each solution is
customized to best benefit the unique environment of a business. Their on-site/remote
delivery model ensures the highest quality service and time to market, as well as the
highest cost-savings.
II. SOFTWARE SOLUTIONS:
In an increasingly global and competitive market, businesses across industries have
begun to rely more heavily on their IT infrastructure to combat such issues as: rising
stakeholder expectations, market volatility, and social commerce. Enterprise-wide
knowledge, insight, and analysis are required to enable intelligent decisions and real-time
collaboration. Success and growth can only be accomplished with the right tools, starting
with software and applications. Value Global’s Software Solutions can help an enterprise
determine what technologies will best optimize their business operations, integrate their
processes, and streamline their workflow, allowing them to improve standards while
reducing application maintenance costs. Their expert consultants will guide the decisions
to implement new technologies, leverage existing systems, or enhance the infrastructure
with custom applications.

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 Industries:
I. OIL AND GAS:
Value Global experts have been immersed in the Oil and Gas industry for over 20 years.
Their support and experience can help an enterprise enable mobile field gathering,
implement complex field service operations, interface production data from field to
accounting systems, maintain accurate divisions and revenue disbursements, record prior
period adjustments, and build business intelligence reports.
Value Global has developed large scale IT infrastructure for enterprise upstream
(revenue, production, management, joint venture accounting, field operations and
authorization for expenditure). They provide comprehensive oil and gas functionality in
the fields of business intelligence, operations accounting, and volume and land
management. They are experts in such systems as:
 P2 Application Suite
o Oil and Gas Accounting: P2 Enterprise Upstream
o Land Management: TEL/TLS
o Production Management : P2 Merrick
 SAP/PRA
 Quorum
II. SOFTWARE:
The importance of the software industry is incalculable across all other business sectors.
Its contributions allow modern enterprises to innovate, grow, and respond to current
challenges.

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Value Global has over 20 years of experience in the architecture, analysis, design,
development, implementation, and maintenance of the most pervasive foundational
products across the industry, leveraging Microsoft, Oracle and open-source platforms.
They offer Software Application Development, Quality Assurance and Testing,
and Managed Services to enhance and enrich these systems for businesses. They aim to
help extend the developmental capabilities of software providers through their industry
expertise and global operations.
They specialize in both licensed and cloud-based (SaaS) offerings for all operations
across an enterprise.
III. RETAIL:
For retailers, creating a superior total customer experience is the highest priority. The
ability to integrate an online and mobile store front, as well as to expand and enhance the
presence of brick-and-mortar stores, is essential to customer retention and success against
increasingly global competition.
At Value Global, their highest priority is to give these retailers the technological tools
needed for them to provide a seamless customer experience. They offer
custom Application Development to ensure that the current systems can be best
leveraged for the customers, and their thorough and objectiveTesting and Quality
Assurance ensures the highest quality products to improve customer satisfaction.
Through their Business Process and System Monitoring and Maintenance, Their
expert staff will track and profile all issues, based on known, predefined actions, yielding
complete transparency for a team and enabling rapid resolutions during the most urgent
and high-volume periods on an Omni-Channel platform.

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CIO REVIEW SELECTS VALUE GLOBAL FOR 20 MOST PROMISING OIL AND
GAS SOLUTION PROVIDERS

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INTRODUCTION TO EMPLOYEE’S SENSE BELONGING IN AN
ORGANIZATION
Hagerty, Lynch-Sauer, Patusky, Bouwsema and Collier (1992) defined the sense of
belonging as ‘the experience of personal involvement in a system or environment so that persons
feel themselves to be an integral part of that system or environment’. In other words, belonging
is about people feeling needed, valued, or important to other people, groups, organisations,
environments or spiritual dimensions.
For a sense of belonging to develop it is necessary that the person experiences a fit or
similarity with the people, groups, organisations or places, through mutual or complementary
characteristics (Hagerty et al., 1992). Additionally, to build a sense of belonging, people need to
have: the energy to be involved, the possibility and desire to meaningfully engage,and the
potential for shared or complementary values, beliefs or attitudes.
While the desire to belong may occur instinctively, experiencing a sense of belonging
does not always occur so easily. We may feel a sense of belonging within our family, friendship
groups and communities—but what about the workplace?
Workplace research has often linked a lack of belonging and social isolation as key
factors in burnout. Belonging has been linked with people’s capacity to persist with activities, be
motivated to undertake tasks and roles, as well as assisting people to achieve outcomes.
Importantly, there is evidence that having a sense of belonging is an important contributor in
being able to help others to belong. If we benefit from the positive effects of being connected,
accepted, included and valued then we are able to devote our energies more readily to creating
this experience for others.
A sense of belonging for staff at work is likely to occur when staff feel valued for the
work they do; are respected and accepted; have positive relationships; and are in a safe
environment. Additionally, belonging is increased when people feel their work is meaningful and

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when they share similarities with the people with whom they work and the culture of the
workplace.
Because belonging and wellbeing are closely related, staff who experience a sense of
belonging in their lives and workplace are more likely to have a greater sense of connectedness,
security and wellbeing.The more employees discover links between personal ideals, a
meaningful organizational mission or intention, and larger social values, the greater their
commitment to their goals.
Employees need to be able to connect their own identity to the organizations intrinsic
identity in order to feel a part of the collective. This provides them with a mechanism for the
expression of caring about the organization they belong to.The basis of our individual identity
comes from the way in which we construct our view of ourselves and of others when we are in
interaction with each other. As a result of our relationships and interactions, we may grow, or our
growth may be thwarted. Ideally, through our initial relationships within our families, we
identify with a scheme of socially imposed values that are deeply linked to our own personal
motives. These values can create profound connections and a common language between
individuals and groups because of their emotional intensity.
For this reason, when people talk about what they want for themselves and for their
organization, it is in a very emotional and idealistic fashion. It is spoken of with similar fervour
as when speaking of what they want for their children. If leaders do not understand the need to
incorporate a set of values that employees can relate to and identify with into their missions,
employees feel deflated and disconnected. As a result, they can easily lose sight of the larger
picture.
However, as a result of the ever changing and evolving society that we live in, the
identity that people once developed through a sense of organizational membership has all but
disappeared. As well, the notions of job security or identity have become obsolete in rapidly
evolving organizations. The intrinsic identity of an organization leaving has all but disappeared,
leaving it dependant on how it is performing relative to other companies with a similar function
to measure itself against.For most organizations, it seems to be a question of “Who are we like?”

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rather than “Who are we?”. Instead of possessing an identity that reflects the inherent intention
of the company, one in which employees can share this sense of purposefulness, company
identities are now extrinsic in nature, and how the organization is seen, and its ability to adapt to
external demands, have become the source of its identity. The core value shifts from the value
placed by the organization and its leaders on its intrinsic identity (i.e. people, quality,
community), to striving to achieve what is valued externally (i.e. how large, how much profit,
how many awards).
What is critical for leaders today is their ability to connect people to their values, which
can be achieved through understanding what their employees need in order to achieve emotional
connection and commitment. It requires leaders to focus on organization-specific connections
between personal, organizational and social values: leaders in organizations must understand the
need to articulate this threefold set of values, in order to get employees emotionalized and
energized. Leaders must be able to make the connections between their own passion, the
organization’s core intention, the organizational culture, and a connecting set of social values
that will motivate the employees.
Although the identification and promotion of organizational values has become popular,
and forms part of most strategic planning sessions, it does not always reflect the true values of
the leaders. In addition, these activities are rarely linked to human resource systems that might
enhance their implementation. Many organizations have articulated their values; however, the
stated values are often idealistic in nature and unilateral in their scope. They do not differentiate
between personal, organizational and social values; any one of which can be a priority to an
employee. This means that they are not likely to provide employees with the foundation for
attachment; and, consequently, employees will continue to feel disconnected and to act out of
their anxiety and fear of abandonment, in ways that are detrimental to the organization.

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What are the Common Reasons due to which an Employee leaves his Current
Organization?
a. Higher pay package in another company
b. Good working conditions in a new company
c. Opportunities of growth in the new company
d. Change of place problem
e. A better boss in a new company
f. Brand image of the new company
g. Mismatch of job profile in the existing company
h. Lack of empowerment or employee engagement
i. Stress and work-life balance
j. Odd working hours
k. Lack of trust
Factors Affecting Attrition:
a. Age: Young and middle aged people jump jobs quickly. People who are 40+ would look
for more compensation even when they don’t work so aggressively. Flexi-timing is
preferred by people of all ages. If they don’t get the above, the choice is to leave.
b. Gender: Men look for more challenging and competitive jobs. If they don’t get any, they
tend to jump jobs. Women look for job comfort. If they don’t find that, they jump jobs.
c. Educational Qualifications: High qualified people would expect a better position suiting
their profile and often look for better compensation. Their expectations would be very
high.
d. Marital Status: Married people would look for something extra to meet the family’s
needs. Hence, married people always look for better compensation and job switch over
happens most of the time if they aren’t paid well in the current job.
e. Executive Level: Junior executives jump jobs quicker than senior executives. If the junior
executives aren’t promoted to the next level or they cannot cope to the company’s
culture, they try to find a better job.

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f. Brand Value: People generally like to work in a company which is highly branded and
highly rated. People always prefer top class companies because of the higher
compensation and appraisals.
g. Shift Timing: Many employees don’t prefer night shifts and hence, tend to leave the job.
h. Salary: If the employee isn’t paid enough and the competitor offers to pay more, ‘job
quit’ happens.
i. Experience: The experienced would always expect more compensation and growth
vertically. If the person doesn’t get a salary hike or isn’t promoted to the next level, he
looks to switch to another company which offers him better.
j. Job Satisfaction: Good policies and a cool job would keep the employee highly satisfied.
Satisfied employees become like pillars and the company grows with them consistently.
Commitment and determination makes people stay. A research clearly shows that 66.92%
employees fall in satisfactory levels, who are satisfied with the kind of job they do and
pay factor. These people are not just satisfied in terms of monetary value but also with
regards to the policies and procedures of the company. They constitute and work towards
the achievements of the company’s goal. It’s quite essential for the company to keep
them as such. About 1.52% employees go dissatisfied in every company. They seem to
be unhappy with the job they possess. They always criticize the company rather than
finding ways for improvement. 0.51% people seem highly dissatisfied and thus, they go
on quitting and changing jobs. Nearly 10.43% employees are comfortable with their
salary, compensation and appraisals, but are not happy with the project they work for and
the higher authorities they report to. Hence, they go neutral with their job satisfaction.
Cost to the Company when an Employee Quits:
a. Cost of administration of resignation
b. Cost of covering during the period when there is a vacancy.
c. Cost of administration of the recruitment and selection process.
d. Cost of induction and training to the new employees.

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Best Practices for Employee Satisfaction & Retention:
a. Competitive and Fair Compensation: Benchmarking and surveys to be at par with the
industrial standards.
b. Adequate and Flexible Benefits: Flexibility in the benefits package enhances retention as
it creates responsiveness to the specific needs of individual employees.
c. Innovative Compensation Systems: It includes gain-sharing, skill-based pay and various
types of bonus plans.
d. Recognition and Rewards: Includes financial, non-financial, formal and informal
incentives. Employee-of-the-month awards, company sponsored sports teams and events,
prizes, clothing, etc. are included. It results into the creation of a workplace culture of
respect & appreciation for employees which enforces the employee commitment to the
organization.
e. Strengthen the Recruitment Process: The employee who is hired should have the right
mix of skill-set and personality. The recruitment process should be clear, accurate and
very transparent. It is essential to be frank and realistic with potential hires.
f. Training, Professional Development & Career Planning: Training leads to work which is
more intrinsically rewarding. It permits them to see a happy future with the company.
g. Healthy Workplace or Wellness Initiatives: Physical work environment (cleanliness,
safety, ergonomics), health practices (supporting healthy lifestyles, fitness, diet, etc.),
social environment and personal resources (organizational culture, a sense of control over
one’s work, employee assistance programs, etc.).
h. Eliminate Poor Managers: Leadership style of the boss has a strong impact on the
employees. Ease out the weak manager and rope in a new manager who can script a
compelling vision, communicate it convincingly to people down the line and spearhead
initiatives in line with the broader strategy of the company.
i. Show Deadwood the Door: Employees hate the presence of underperformers within their
work unit. Underperformers shy away from responsibilities, passing on the burden of
extra work on other employees. The process of eliminating such people would lead to a
decrease in the rate of attrition.
j. Involvement of Employees in the Decision Making Process: Employees like to be a part
of an organization where their voices are heard and opinions really matter.

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k. Work-life Balance: Responding to the needs & expectations of an employee would
promote retention. Work from home, part-time working, flexi-timing and
telecommunicating can be practiced by the organization.
l. ESOP (Employee Stock Option Plan) with a lock-in period for availing the benefits of the
shares of the company.
m. Employment Branding Holds the Key: The employer needs to be more visible to the
crowd. It can help build the perception about an organization as ‘employer of choice’.
n. Employee Engagement:An "engaged employee" is one who is fully absorbed by and
enthusiastic about their work and so takes positive action to further the organization's
reputation and interests.

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CHALLENGES FACED BY HUMAN RESOURCES IN THE
INFORMATION TECHNOLOGY INDUSTRY
The economy has transitioned to what some call “The Age of Information” – an economy
in which gross domestic product is increasingly dominated by services. The twentieth century
was the age of machine; the twenty-first century will be the age of people. Buzzwords like
globalization, empowerment, cross functional teams, downsizing, learning organizations and
knowledge workers are changing the way of life of managers and the way they manage people.
STRATEGIES & POLICIES OF SOFTWARE INDUSTRIES:
1. Motivation & Retention of Employees: Retention and motivation of personnel are major HR
concerns today. The average tenure for an IT professional is less than three years. Further,
the use of new technologies, the support of learning and training, and a challenging
environment ranked higher than competitive pay structures are effective retention practices.
A recent survey of 1028 software professionals from 14 Indian software companies, showed
that while the professional gave importance to personal and cultural job-fit, HR managers
believed that the key to retention was salary and career satisfaction. Money was a prime
motivator for 'starters', but for those into their third or fourth jobs, their value-addition to the
organization was more important. Monetarily, offering 'the best salaries in the industry' is the
minimum every company is doing, apart from performance-based bonuses, long-service
awards, and stock options. Many organizations frequently conduct employee satisfaction and
organization climate surveys, and are setting up Manpower Allocation Cells (MAC) to assign
'the right project to the right person'. In fact, some are even helping employees with their
personal and domestic responsibilities to satisfy & motivate their workforce!
2. Best Talent Attraction: In a tight job market, many organizations often experience
precipitous and simultaneous demands for the same kinds of professionals. In their quest for
manpower, they are cajoling talent around the world. In such a seller's market, software

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companies are striving to understand which organizational, job, and reward factors contribute
to attracting the best talent one having the right blend of technical and person-bound skills.
This would mean a knowledge of 'the tools of the trade' combined with conceptualization and
communication skills, capacity for analytical and logical thinking, leadership and team
building, creativity and innovation. The Indian software industry suffers from a shortage of
experienced people such as systems analysts and project managers, and attracting them is a
key HR challenge.
3. Compensation and Reward: Increasing demands of technology coupled with a short supply of
professionals (with the requisite expertise) has increased the costs of delivering the
technology. This makes incentive compensation a significant feature, with the result that
software companies have moved from conventional pay-for-time methods to a combination
of pay-for-knowledge and pay-for-performance plans. With the determinants of pay being
profit, performance and value-addition, emphasis is now on profit sharing (employee stock
option plans) or performance-based pay, keeping in view the long-term organizational
objectives rather than short-term production-based bonuses. Skills, competencies, and
commitment supersede loyalty, hard work and length of service. This pressurizes HR teams
to devise optimized compensation packages, although compensation is not the motivator in
this industry.
4. Increasing Loyalty and Commitment: As with any other professional, what really matters to
software professionals is selecting 'the best place to work with', which is what every
company is striving to be. The global nature of this industry and the 'project-environment' has
added new cultural dimensions to these firms. In a value-driven culture, values are
determined and shared throughout the organization. Typically, areas in which values are
expressed are: performance, competence, competitiveness, innovation, teamwork, quality,
customer service, and care and consideration for people. Flat structure, open and informal
culture, authority based on expertise and ability rather than position, and flexi-timings are
some of the norms software firms follow. The idea is to make the work place a 'fun place'
with the hope of increasing loyalty and commitment.

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5. Integrating HR Strategy with Business Strategy: The strategic HR role focuses on aligning
HR practices with business strategy. The HR professional is expected to be a strategic partner
contributing to the success of business plans, which to a great extent depends on HR policies
pertaining to recruitment, retention, motivation, and reward. The other major areas of
concern for HR personnel in this context are, management of change, matching resources to
future business requirements, organizational effectiveness, and employee development.
6. Encouraging Quality and Customer Focus: Today’s corporate culture needs to actively
support quality and customer orientation. With globalization and rapid technological change,
quality is of utmost importance for the Indian companies, which earn most of their revenues
through exports. Hence, the HR professional as a strategic partner needs to encourage a
culture of superior quality to ensure customer satisfaction, the only real measure of quality of
a product or service. To be competitive today, an organization needs to be customer
responsive. Responsiveness includes innovation, quick decision-making, leading an industry
in price or value, and effectively linking with suppliers and vendors to build a value chain for
customers. Employee attitudes correlate highly with customer attitude. The shift to customer
focus redirects attention from the firm to the value chain in which it is embedded. HR
practices within a firm should consequently be extended to suppliers and customers outside
the firm.
7. Value Addition Training for Upgradation of Skills: Rapid and unpredictable technological
changes, and the increased emphasis on quality of services are compelling software
businesses to recruit adaptable and competent employees. Software professionals themselves
expect their employers to provide them with all the training they may need in order to
perform not only in their current projects, but also in related ones that they may subsequently
hold within the organization. As observed by Watts Humphrey, Fellow of the Carnegie
Mellon University, "as software professionals gain competence, they do not necessarily gain
motivation. This is because a creative engineer or scientist who has learned how to
accomplish something has little interest in doing it again. Once they have satisfied their
curiosity, they may abruptly lose interest and seek an immediate change". And when the rate
of technological change is high, may be higher than the time required to acquire competence

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in one area, professionals could undergo psychological turbulence owing to the need to work
in a new technology throughout their career. They want to gain new knowledge, which will
be utilized by their organization. On the basis of the new learning they want to work in
higher segments of software value chain. Therefore, constant upgradation of employee skills
poses yet another challenge for HR personnel.
CHALLENGES INTHE IT INDUSTRY:
1. Recruitment Planning: Recruitment planning is the most important component in new people
management with special reference to the IT industry. HR has to deal with human assets so it
becomes important to havequality people in the organization. HR has to take the recruitment
planning in a very serious manner to ensure that the organization gets the best talent.
2. Performance Management: HR has to get the right person in an organization to manage the
business. The challenge should be to create a performance culture where the organization can
provide opportunities for enhanced performance, where optimum performance becomes a
way of life.
3. Training and Development: This is another challenging area in the IT industry. HR has to
chalk out a suitable strategy for training & development so that employees are well equipped
to handle the challenges in advance.
4. Compensation Management: The IT industry is one of the high paying industries. The
industry has to attract the best talent, offer the best possible compensation package to the
employees. Now IT companies are having ESOP with the compensation package. This would
help the organization achieve exceptional performance. People have to be groomed to get in
with the performance culture. HR has to create an environment that stimulates the creation of
knowledge. HR department cannot function with traditional systems. Now the role will shift
to the HR facilitator, to facilitate the change process. The HR facilitator will have to involve
the whole organization in this process and act as a guide, coach, counsellor and facilitator.

36 | P a g e
Any organization in the IT industry like Infosys, Satyam, Pentafour, DSQ Software,
Microsoft India, Intel India, etc. will have to face these challenges. These IT companies are
leaders in their own stride. They have excellent recruitment policies, huge data bank, and
placement agencies. They also have rigorous tests to ensure that they can get high profile
talent that will fit in their culture. They have the best performance system that evaluates the
organization as a whole. They have been able to tackle the quantum of performance in a
fairly efficient manner. The prime tasks for these IT companies are to build corporate culture.
They are diverting all the efforts to building performance driven culture. The major issue for
these companies is to get the right man for the right job.
5. Attrition and Retention: IT companies have a high degree of attrition. The challenges for
these companies are to keep this attrition rate as low as possible to retain super achievers.
Various companies adopt different techniques to retain their employees like high pay
packets, ESOP, etc.
CONCLUSION:
With the advent of a work situation where more and more companies have to
concede that their valued employees are leaving them, a new concept of career and human
resource management is bound to emerge. The focus of this new paradigm should not only be
to attract, motivate and retain key 'knowledge workers', but also on how to reinvent careers
when the loyalty of the employees is to their 'brain ware' rather than to the organization.
With lifetime employment in one company not on the agenda of most employees,
jobs will become short termed. Today's high-tech employees desire a continuous upgradation
of skills, and want work to be exciting and entertaining, a trend that requires designing work
systems that fulfil such expectations. As employees gain greater expertise and control over
their careers, they would reinvest their gain back into their work. HR practitioners must also
play a proactive role in the software industry. As business partners, they need to be aware of
business strategies, and the opportunities and threats facing the organization.

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As strategists, HR professionals require to achieve integration and fit to an
organization's business strategy. As interventionists, they need to adopt an allembracing
approach to understanding organizational issues, and their effect on people. Finally, as
innovators, they should introduce new processes and procedures, which they believe will
increase organizational effectiveness which would result in creating a sense of belonging in
the employee for the organization.

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RESEARCH METHODOLOGY
A systematic and organized methodology was obtained for the study. A survey design
was used to obtain the required information. The population for this study comprises of
employees working in Value Global IT Solutions, Chennai. A sample size of 46 was chosen for
this study. The sample size was collected from five functions, which include Developers, IT
Support, Quality Assurance, Database Administrators and HR Department. Simple
Random Sampling Technique was used to gather data from the respondents, because of which
respondents diverge from every age group, gender, marital status, etc. The survey gathered
information about the factors responsible for attrition, the factors that can be employed to retain
the employees, their overall level of satisfaction, motivation, involvement, work compatibility,
work life balance and interest. Main data collection began in June 2015.
The questionnaire was intricately designed to tap the factors responsible for attrition, the
factors that are expected to be present in a specific job for retention and the factors that create a
sense of belonging in an employee. The employees were interviewed on one-to-one basis in
order to collect the primary data. The questionnaire was divided into five parts. The first part
gathered information regarding the Future Needs and Aspirations of the Employees in the
Organization. The second part was all about verifying the Level of Satisfaction of the Employees
in the Organization. The third part had questions regarding the Brand-image of the Organization
in the eyes of the Employees. The fourth part consisted of factors that made the Employees
Proud of their Organization. And the last of all, fifth part aimed at knowing the Current Scenario
and Situations in which the Employees were working in to understand the Environment of Work
in the Organization.
Secondary Data Collection was done by referring to the Performance Appraisal forms
of the employees in the organization; articles on attrition rate reduction, sense of employee
belonging to the organization and employee engagement surveys.

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DATA ANALYSIS AND INTERPRETATION
OBJECTIVE I: To know about the methods of fulfilling the future needs and aspirations of
employees in the organization
1. Have you ever received recognition or praise for doing good work as per your
expectations?
Completely Dissatisfied 01
Dissatisfied 01
Neither Satisfied Nor Dissatisfied 05
Satisfied 27
Completely Satisfied 12
2. Are you satisfied with the number of times you have had a discussion about your
progress at work?
Dissatisfied 00
Satisfied 22
2% 2%
11%
59%
26%
Completely Dissatisfied
Dissatisfied
Neither Satisfied Nor Dissatisfied
Satisfied
Completely Satisfied
2% 0%
28%
48%
22%
Dissatisfied
Satisfied

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3. Have you had opportunities at work to learn and grow since the time you joined?
Dissatisfied 00
Satisfied 15
4. a) I believe my job is secure.
Dissatisfied 02
Satisfied 20
0%
4% 4%
44%
48%
Dissatisfied
Neither Satisfied Nor
Dissatisfied
Satisfied
2% 0% 2%
33%
63%
Dissatisfied
Satisfied

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4. b) The job is challenging.
Dissatisfied 00
Satisfied 14
OBJECTIVE II: To verify the satisfaction level of employee in the organization
1. Overall, how satisfied are you with your Company?
Dissatisfied 01
Satisfied 30
0% 2%
9%
65%
24%
Dissatisfied
Satisfied
0% 0%
15%
31%
54%
Dissatisfied
Dissatisfied
Satisfied

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2. Are job promotions in this organization fair and objective?
Dissatisfied 01
Satisfied 20
3. My salary is fair for my responsibilities.
Strongly Disagree 01
Disagree 01
Neither Agree Nor Disagree 11
Agree 21
Strongly Agree 12
0% 2%
37%
44%
17%
Dissatisfied
Satisfied
2% 2%
24%
46%
26%
Strongly Disagree
Disagree
Neither Agree Nor Disagree
Agree
Strongly Agree

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4. Do you feel that employees are recognized as individuals?
Never 01
Rarely 01
Sometimes 08
Usually 17
Always 19
5. a) Your Career Progression at the Company so far.
Dissatisfied 00
Satisfied 27
2% 2%
18%
37%
41% Never
Rarely
Sometimes
Usually
Always
0% 0%
15%
59%
26%
Dissatisfied
Satisfied

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5. b) Benefits offered by the Company.
Dissatisfied 02
Satisfied 24
OBJECTIVE III: To verify and suggest ways of promoting the company’s brand image in
the eyes of the employees
1. Does the mission/purpose of your company make you feel your job is important?
Dissatisfied 00
Satisfied 22
2% 5%
26%
52%
15%
Dissatisfied
Satisfied
0% 0%
11%
48%
41% Completely Dissatisfied
Dissatisfied
Satisfied

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2. Are your associates (fellow employees) committed to doing quality work?
Dissatisfied 00
Satisfied 20
OBJECTIVE IV: To find out the ways to make the employees proud of their own company
1. Would you recommend a friend to apply for a job at this company?
Definitely Not 00
Probably Not 01
Not Sure 01
Probably 00
Definitely 44
0% 0%
7%
43%
50%
Dissatisfied
Satisfied
0%
2% 2% 0%
96%
Definitely Not
Probably Not
Not Sure
Probably
Definitely

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2. a) Your company is innovative in developing new ways to serve customers.
Dissatisfied 00
Satisfied 23
2. b) Your company’s image is that of a high quality company.
Dissatisfied 00
Satisfied 24
0% 0%
9%
50%
41%
Dissatisfied
Satisfied
2% 0%
13%
52%
33%
Dissatisfied
Satisfied

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2. c) The work policies are well developed and organized.
Dissatisfied 00
Satisfied 18
3. Do you enjoy coming to work for this Company?
Dissatisfied 00
Satisfied 09
0% 0%
24%
39%
37%
Dissatisfied
Satisfied
0% 0%
13%
20%
67%
Dissatisfied
Dissatisfied
Satisfied

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OBJECTIVE V: To suggest improvements in the working conditions prevailing in the
organization
1. a) I am given enough authority to make decisions I need to make.
Disagree 00
Agree 26
Strongly Agree 14
1. b) The amount of vacation given by the company is good.
Disagree 02
Agree 17
Strongly Agree 16
2% 0%
11%
57%
30%
Strongly Disagree
Disagree
Agree
Strongly Agree
4%
4%
20%
37%
35%
Strongly Disagree
Disagree
Agree
Strongly Agree

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2. How flexible is the company with respect to your family responsibilities?
Very Inflexible 00
Somewhat Inflexible 02
Neither 05
Somewhat Flexible 15
Very Flexible 24
3. Have you ever observed or experienced any forms of discrimination or harassment at this
company?
Racial Discrimination 00
Sexual Harassment 01
Age Discrimination 00
Gender Discrimination 00
Sexual Orientation Discrimination 00
None 45
0% 4%
11%
33%
52%
Very Inflexible
Somewhat Inflexible
Neither
Somewhat Flexible
Very Flexible
0% 2% 0%
0%
0%
98%
Racial Discrimination
Sexual Harassment
Age Discrimination
Gender Discrimination
Sexual Orientation Discrimination
None

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FINDINGS AND CONCLUSIONS:
FINDINGS:
Objective #1: To know about the methods of fulfilling the future needs and aspirations of
employees in the organization.
1. 85% of the employees feel appreciated for their good work in the organization.
2. 70% of the employees were satisfied with the no. of times they had had a discussion
about their progress at work.
3. 96% of employees felt that they had had an opportunity to learn and grow since the time
they stepped into the organization.
4. 85% of the employees felt that the job was challenging.
5. 92% of the employees were of the opinion that their job was secure.
6. Some of the major grievances among the dissatisfied employees were that the employees
aspired for more challenging work and they expected more and immediate discussions
regarding their progress at work. Some employees were of the opinion that they were just
gaining knowledge about their field of work. They wanted to try out other areas of work.
Objective #2: To verify the satisfaction level of employees in the organization.
1. 89% of employees were overall satisfied with their organization.
2. Many employees liked the fact that they were given space to commit mistakes and learn
from them.
3. 78% of the employees felt that they were recognised as individuals.
4. 85% of the employees were satisfied with their career progress at the company so far.
5. Like employees in most organizations, dissatisfaction about pay package and increments
was the most common grievance.

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6. Some employees felt that there was no equality in the way the employees were treated.
7. Many of the employees were dissatisfied with the fact that they were promised
promotions or upgradation in about 6 months’ time from the date of joining but they were
at the same designation since a year or more.
Objective #3: To verify and suggest ways of promoting the company’s brand image in the eyes
of the employees.
1. The average no. of years employees felt that they would stay with the company is 3-5
years.
2. The aspects that the employees liked about the company are that – the company gives
opportunities to freshers, encouragement is given for learning new technologies, the
company is like a closely-knit family with friendly and sporty employees.
3. Overall there was a general consensus that the level of stress was low among the
employees and that they weren’t burdened with a lot of work.
4. The employees in general liked the work environment & culture of the organization
because of an aura of positivity and peacefulness.
5. Employees liked the fact that they were given the power of decision-making with regards
to their work and that there was flexibility with regards to shift-timings.
6. Employees appreciated the fact that the people who were devoted to the organization
since a long time were taken care of in a nice manner.
7. The management was supportive & encouraging and promoted a sense of team work in
the organization and hence, cross functional mingling was permitted within the
organization. The management took into consideration the suggestions of the employees.
8. The employees felt that their personal as well as professional development was triggered
while working for the organization.
9. The organization is working in a challenging domain and it is a growing company which
instilled a sense of pride in the employees.

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10. Some of the other aspects which the employees appreciated about the organization were
that - Salaries were given on-time, Self-learning was promoted, No politics in the
organization, No hierarchy, Good infrastructure and a sense of Job Security.
11. The employee is a resource since the time he joins and he doesn’t have to sit on the
bench.
Objective #4: To find out the ways to make the employees proud of their own company.
1. 96% of the employees would recommend their company to friends & relatives.
2. 91% of employees felt that their company is innovative in developing new ways to serve
customers.
3. 85% of the employees are of the opinion that their company’s image is that of a high
quality company.
4. 87% employees enjoy coming to work for their company!
5. Employees are of the opinion that the career growth and exposure in the company is good
and that employees are given N - number of opportunities to learn.
6. The management recognizes the talents of an individual.
7. In other companies, the employees can work on a single domain. But at Value Global,
employees get a holistic picture of the industry.
Objective #5: To suggest improvements in the working conditions prevailing in the
organization.
1. 87% of the employees were satisfied with the decision-making powers vested in them.
2. 85% of the employees were of the opinion that the organization was considerate
regarding their family matters.
3. The employees wanted facilities such as Cabs, Flexi-timings, Work-from-home options
and more days of leaves.

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4. Many of the DBAs were of the opinion that the night-shift allowances should be on per
day basis and not lump sum. They also expected some provision of food and beverages
during night-shifts.
5. There was general dissatisfaction regarding the Insurance policy i.e. many employees
were of the opinion that the parents should be given coverage. The employees expected
the medical policy to cover Maternity benefits and Dental allowances as well.
6. Many employees suggested more frequent team meetings and a planned work schedule
for improving their job satisfaction in the organization.
7. There was general consensus among the employees regarding betterment of pantry
facilities – more tables and introducing a small cafeteria for beverages.
8. Relaxation games & recreational activities were suggested by many employees for the
purpose of making the workplace livelier. Employees wanted Team Lunches and Office
Outings to be held regularly to promote better team work.
9. More than 70% of the employees were dissatisfied with the quality of tea and coffee
provided.
10. There was general dissatisfaction regarding trainings provided in the organization.
Employees expected trainings in new technologies and certificate courses to increase
their knowledge.

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CONCLUSION:
1. Overall, the employees of the organization are satisfied.
2. The most liked aspect of the organization is the stress-free environment & the fact that
freshers are given an opportunity to prove themselves and that the employees are given
instant recognition for their good work.
3. From the one-to-one with the employees, it was clear that the management was
supportive and unbiased largely.
4. There is a need for a source of entertainment on the whole for all the employees which
would give them a break from their monotonous work.
5. Technical and soft-skills trainings are the need of the hour for the employees.
6. Major dissatisfaction arose due to lack of space in the pantry during lunch hours which
calls for betterment in the pantry facilities with add-ons such as a small cafeteria for
beverages.
7. Cab facilities, flexi-timings, work-from-home option, better insurance policy and medical
allowances, promised promotions or upgradations in designations and more challenging
work are some of the aspects that the management should look into to get close to 100%
employee satisfaction.
8. The plight of the DBAs due to unavailability of food during night shifts and constant
power and water-cuts should be looked into by the management.
9. The exposure and the chance given to the employees to learn and work on the new
technologies should be kept up by the organization.
10. On-time salary payment, good infrastructure and good work culture & environment are
the most appreciated assets of the organization.

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IMPLICATIONS OF THE STUDY
Based on the conclusion derived after the in-depth and comprehensive study, few
implications can be made about Employee’s Sense of Belonging. Employee’s Sense of
Belonging creates Employee Retention which is vital to the long term health and success of any
business organization, especially where the organization spends so much in the recruitment and
the initial and ongoing training of the employees. Organizational issues such as time and
investment involved in training, knowledge is lost due to attrition and costly replacements of
candidates are a burden to the organization. Employee sense of belonging and employee
retention does matter a lot to the organization!
The concept of employee retention should be very distinctly understood and realized by
organizations. The retention strategies designed should be such that the retentive forces are
maximized and the deliberating forces should be minimized. Attempt should be made not to
orchestrate the retention strategies in isolation but ensuring that it forms a part of the overall
strategies for fortifying the pull on human talent, which includes sourcing, staffing and
development strategies in addition.
It should be noted here that retention strategies should be highlighted at par with other
policies so as to ascertain that the employees feel that they are highly valued. Once the
employees working in the organization are made to feel that the organization holds a high degree
of attachment towards them, it shall be easy to incorporate retention strategies. The organization
should inculcate value of people asset and duty of retention across all levels of the organization.
Organizations can adopt some fundamental actions to retain employees, including salary
survey to stay at par with the market trends, culture building exercises for employees, exit
interviews, counselling, employee development programs, rewards & recognitions, as well as
increased pay and benefits.

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RECOMMENDATIONS
Organizations should have a proactive retention strategy which helps in reducing
employee turnover. Retention plan strategies should be different for different levels of
employees, because their roles are different, their needs are different, what motivates them are
different and what makes them leave are also different. Based on the findings of the study, it can
be said that if employees are involved and motivated in their work and they see themselves
growing as individuals, they can be retained. The ease of retention would depend on their degree
of motivation & involvement, in short, their sense of belonging to the organization. It is hence,
desirable to plan retention strategies by an organization on following lines:
1. Employees are investors in the company and expect a return on investment. The return
can be in the form of recognition, empowerment and authority.
2. Retention must be in the DNA of the organization. Successful organizations have woven
retention and engagement deeply into their structure.
3. Loyalty is never given. It has to be earned. Even satisfied employees sometimes leave.
Therefore, develop a sense of loyalty among the employees.
4. Organization must be seen as the employers of choice. One has to compete on
compensation and benefits, but win on culture, learning & development.
5. Each generation of employees has different reasons for staying. For the first time in
modern history, there are varied generations working side by side in most companies.
Generational differences continue to pose new challenges to today’s employers. Thus,
retaining the employees needs generation-centric approach.
6. Mentor widely. Build learning relationship in all directions and hold all partners
responsible for success.
7. Train intelligently. Provide on-going retention training in manageable bites – make it a
continuous effort and find ways to size the retention plan to the specific demographics of
the organization.
8. Recognize managers who keep employees. Meaningful recognition remains a potent
energizer for employees and managers alike.

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9. In order to inculcate a sense of pride and belonging to an organization, the online
presence of the organization should be made prominent i.e. the name of the organization
should be made searchable on Wikipedia, the website of the organization should be kept
dynamic and updates of the organization’s progress should be forwarded to the
employees.
10. A space where the employees could go and clear their minds off work should be
allocated within the organization i.e. A Playroom. It should be equipped with recreational
games and other fun-filled gadgets so that the employees would go back to work with
new ideas of tackling situations.
11. For making the promotions and upgradations more satisfactory, monthly reviews should
be practiced which would make the process more transparent. The employees would feel
that they are improving continuously with the help of regular feedbacks.
12. The eating area of the organization should be made livelier with colourful chairs, long
tables for a no. of people to sit together (which would improve connectivity within the
organization) and music playing in the area which would act as a stressbuster.
13. The organization can become a part of Corporate Social Responsibility activities. CSR
may promote organizational identification because it can influence the amount of
similarity or dissimilarity people perceive between themselves and the organization.
Perhaps the most exclusive role CSR can serve in the lives of employees is to provide
them with a greater sense of meaning from work. Employees’ needs for safety and
security, distinctiveness, and belongingness can be satisfied in a variety of ways, many of
which are unrelated to CSR.
14. Like Google, every organization should encourage its employees to use the 70-20-10 rule
i.e. devoting 70 percent of their time to the core competency, 20 percent on related
projects, and 10 percent to learning new skills and working on side projects. This would
keep the employee’s mind fresh and the learning would help the employee in applying
new ways to tackle situations.
15. The Top Management of the organization should interact more with the employees which
would serve as a source of constant motivation for the employees.
16. The Exit Interview should be used optimally to understand the honest review of the
employee’s experience in the organization. This is the only interview process in which

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the employee can provide all the positive and negative aspects of the organization which
the employer should look into and implement seriously (for the betterment of the
organization).
17. The employment history of an individual should be scrutinized (if the employee has work
experience) during the process of recruitment. The objective and intention of an
individual who hasn’t been stable with his work experience should be known before
considering that candidate for a post in the organization.
18. When an individual is hired for a job in the organization, within 3 months of
employment, the organization should conduct tests to measure the gap between the
aspirations and the skills of the individual. If the gap is huge, appropriate trainings should
be provided to the individual in order to make him/her aware of their capabilities. This
also creates a sense of belonging in the employee for the organization since the employee
feels that the organization values him/her.
19. Innovative HR Policies like those in Flipkart can be introduced:
i. Career Break – Employees who have been with the organization for a minimum
of 2 years can take 1-6 months unpaid time away from work to take care of other
responsibilities & commitments.
ii. Bereavement Leave - Unlimited time is available to employees to grieve for the
loss of a loved one in the family.
iii. Marriage Leave – Employees can take 5 days off for their wedding ceremony.
iv. Special Leave – One day available annually for employees to enjoy a birthday or
anniversary.

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REFERENCES
Research Articles:
1. Employee Attrition And Retention in a Global Competitive Scenario (Impact Journals) by M.
V. Nappinnai& N. Premavathy
2. The Importance Of Social Belonging For Staff in Early Childhood Services in the Magazine
Early Childhood Australia – A Voice for Young Children
3. The Importance of Creating a Sense of Belonging in Organizations by Anne Dranitsaris
4. Employee Attrition and Retention: Exploring the Dimensions in the Urban Centric BPO
Industry by Santoshi Sen Gupta
5. Corporate Social Responsibility as a Source of Employee Satisfaction (Elsevier) by
Christopher W. Bauman & Linda J. Skitka
6. Identification of Important Motivational Factors of the EmployeesRegarding Interest and
Belongingness to the Physical Education Organization's Offices in Isfahan: Presentation of a
Model (Elsevier) by Salah Naghshbandi, MehrdadAfkhami& Mehdi Moradi
7. The Impact of Corporate Social Responsibility on Consumer Loyalty (Kajian Malaysia, Vol.
30, No.2, 2012, 71–93)by Murali Raman, Wayne Lim and Sumitra Nair
8. Five Attrition Factors & What You Can Do About Them (National Society of Professional
Engineers, May 2008) by Geraldine Garner
9. Increasing Employee Engagement in the Non-profit Sector by Accenture
10. Analyzing Causes of Attrition Rate and Giving the Solution through Maslow’s Hierarchy of
Need in BPO Industry by Iqbal, Naila
11. A Study on Causes & Control Techniques for Attrition Rate in Indian Industry (Asia Pacific
Journal of Research - June 2013, Volume No: 2 Issue: 4)by Shashikala S &SushmaRavindra

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Books:
1. The Essential Guide to Employee Engagement by Sarah Cook
2. Employee Engagement Through Effective Performance Management: A Practical Guide for
Managers by Edward M. Mone and Manuel London
Webliography:
1. http://www.slideshare.net/iimjobs/indian-it-ites-sector-report-april-2014
2. http://www.businesstoday.in/moneytoday/careers/retail-infrastructure-healthcare-sectors-to-
hire-more-in-india/story/19528.html
3. http://www.herdwisdom.com/blog/create-a-sense-of-belonging-for-employees/
4. https://www.pwc.in/en_IN/in/assets/pdfs/evolution-of-bpo-in-india.pdf
5. http://www.motivation-and-self-improvement-guide.com/employee-motivation.html
6. http://www.rootinc.com/blog-categories/employee-engagement/the-roots-of-engagement-
issue-two-people-want-to-feel-a-sense-of-belonging/
7. http://www.ficci.com/sector/21/Project_docs/FICCI_website_content_-IT.pdf
8. http://www.usc.edu/programs/cwfl/assets/pdf/Employee%20engagement.pdf
9. http://guides.wsj.com/small-business/hiring-and-managing-employees/how-to-retain-
employees/
10. http://www.forbes.com/fdc/welcome_mjx.shtml
11. http://www.emeraldinsight.com/doi/abs/10.1108/JCRE-04-2012-0005
12. http://mcs-india.net/article-hr-challenges-for-it-industry.htm
13. http://www.bvicam.ac.in/news/INDIACom%202011/144.pdf

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ANNEXURE
QUESTIONNAIRE
(I)
Q.1. Have you received recognition or praise for doing good work as per your expectations? (1)
(2) (3) (4) (5)
Q.2. Are you satisfied with the number of times you have had a discussion about your progress at
work? (1) (2) (3) (4) (5)
Q.3. Have you had opportunities at work to learn and grow since the time you joined? (1)
(2) (3) (4) (5)
Q.4.
Opinions Strongly
Disagree
Disagree Neither
Agree
Nor
Disagree
Agree Strongly
Agree
Points 1 2 3 4 5
(a)I believe my job is secure
(b) The job is challenging

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(II)
Q.1. Overall, how satisfied are you with your Company? (Please circle one number)
Very Very
Dissatisfied Satisfied
1 2 3 4 5
Q.2. Are job promotions in this organization fair and objective?
(1) (2) (3) (4) (5)
Q.3.
Opinions Strongly
Disagree
Disagree Neither
Agree
Nor
Disagree
Agree Strongly
Agree
Points 1 2 3 4 5
My salary is fair for my
responsibilities
Q.4. Do you feel that employees are recognized as individuals?
 Always
 Usually
 Sometimes
 Rarely
 Never

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Q.5. How satisfied are you with the following?
Opinions Completely
Dissatisfied
Somewhat
Dissatisfied
Neither
Satisfied Nor
Dissatisfied
Somewhat
Satisfied
Completely
Satisfied
Points 1 2 3 4 5
(a) Your Career
Progression at the
Company so far
(b) Benefits offered by
the Company
(III)
Q.1. Does the mission/purpose of your company make you feel your job is important? (1)
(2) (3) (4) (5)
Q.2. Are your associates (fellow employees) committed to doing quality work?
(1) (2) (3) (4) (5)
Q.3. How many years do you see yourself working for your current organization?
Q.4. What made you choose this company over the other companies?
____________________________________________________________

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Q.5. What do you like the most about your Company?
____________________________________________________________
Q.6. Where do you expect to see yourself going in the years to come?
____________________________________________________________
(IV)
Q.1. Would you recommend a friend to apply for a job at this company?
 Definitely
 Probably
 Not Sure
 Probably Not
 Definitely Not
If yes, why? If no, why not?
Q.2.
Opinions Completely
Dissatisfied
Somewhat
Dissatisfied
Neither
Satisfied Nor
Dissatisfied
Somewhat
Satisfied
Completely
Satisfied
Points 1 2 3 4 5
(a) Your company is
innovative in
developing new ways
to serve customers.

65 | P a g e
(b) Your company’s
image is that of a high
quality company.
(c) The work policies
are well developed and
organized.
Q.3. The rating scale being 1 to 5, 1 being ‘Not At all’ and 5 being ‘Very much’, answer the
following question: Do you enjoy coming to work for this Company?
(1) (2) (3) (4) (5)
(V)
Q.1.
Opinions Strongly
Disagree
Disagree Neither
Agree
Nor
Disagree
Agree Strongly
Agree
Points 1 2 3 4 5
- I am given enough authority to make
decisions I need to make
- The amount of vacation given by the
company is good

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Q.2. How flexible is the company with respect to your family responsibilities?
 Very Inflexible
 Somewhat Inflexible
 Neither
 Somewhat Flexible
 Very Flexible
Q.3. Have you ever observed or experienced any of the following forms of discrimination or
harassment at this company?
 Racial Discrimination
 Sexual Harassment
 Age Discrimination
 Gender Discrimination
 Sexual Orientation Discrimination
 No, none of the above have been observed or experienced
Q.4. Are there any benefits you would like added to the company’s benefits package?
Yes... What would you like added?
____________________________________________________________
No....
Q.5. Are there any specific suggestions to improve your job satisfaction?
____________________________________________________________

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