project report on employee retetntion

1. A STUDY ON ANALYSIS OF EMPLOYEE RETENTION AT
(Future Group) EDM, KAUSHAMBI (GHAZIABAD)
Project report submitted to
CENTRAL UNIVERSITY OF JAMMU
In partial fulfilment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
BY
PAWAN KUMAR
ROLL NO.2100716
Department of HRM& OB
Under the Supervision of
Mrs. TRUPTI SATMAYEE
(Store People Officer)
HR-HEAD
Big Bazaar (FUTURE RETAIL) Ltd.
EDM, KAUSHAMBI (GHAZIABAD)
Academic Year
2016-2018

2. DECLARATION
I hereby declare that the work incorporated in this report is carried
out by me in the HR department of Big bazaar (future retail Ltd.),
EDM, Kaushambi (Ghaziabad) under the supervision of Mrs. Trupti
Satmayee. The extended sources of information derived from the
existing literature have been indicated throughout in the project
report at appropriate places. I undertake that the data presented
here in is being submitted as a partial fulfillment of the requirements
for the award of the degree of MBA (HRM & OB), CENTRAL
UNIVERSITY OF JAMMU and will not be used or modified in any form
for any conditions.
PAWAN KUMAR
ROLL-NO-2100716
DEPARTMENT OF HRM &OB

3. ACKNOWLEDGEMENT
I would like to express my gratitude towards my institution CENTRAL
UNIVERSITY OF JAMMU, which created a great platform to attain profound technical
skills in the field of MBA, thereby fulfilling my most cherished goal.
I would like to extend sincere thanks to my Project Supervisor, Mrs. Trupti
Satmayee (Store People Officer) HR-Head Big Bazaar (FUTURE RETAIL) Ltd. for her
guidance and constant supervision as well as for providing the necessary information
regarding the project and also his support for completion of the project. This project
would not have been completed without the support of my Parents & classmates. I
extend my sincere gratitude to PROF. ASHOK AIMA, Vice Chancellor, Central
University of Jammu and all the faculty members for their guidance for successful
completion of project report. I would like to express my gratitude towards the
employees of Big Bazaar EDM KAUSHAMBI (GHAZIABAD) for their co-operation in
filling the questionnaire which helped me in completion of this project.
PAWAN KUMAR

4. CONTENTS
1. Introduction
o About The Company
o Introduction
o Vision
o Mission
o Core values
2. Review Of Literature
3. Importance of Employee Retention
4. Research methodology
· Objective of the study
· Research methodology (Sample size, Instrument used, Methods of data
collection)
· Scope of the study
· limitations
5. Data Analysis and Interpretation
6. Suggestion and Conclusions
7. Bibliography

5. 8. References

6. CHAPTER-1
INTRODUCTION TO THE COMPANY
1.1 Big Bazaar is an Indian retail store that operates as a chain of hypermarkets, discount
department stores, and grocery stores. The retail chain was founded by Kishore
Biyani under his parent organization Future Group, which is known for having a significant
prominence in Indian retail and fashion sectors. Big Bazaar is also the parent chain of Food
Bazaar, Fashion at Big Bazaar (abbreviated as fbb) and e Zone where at locations it houses
all under one roof, while it is sister chain of retail outlets like Brand Factory, Home Town,
Central, e Zone, etc.
Founded in 2001, Big Bazaar is one of the oldest and largest hypermarkets chain of India,
housing about 250+ stores in over 120 cities and towns across the country.
The company’s leading format include Pantaloons, a chain of fashion outlets, Big Bazaar, a
uniquely Indian hypermarkets chain, Food Bazaar, a supermarket chain, blends the look,
touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and
quality and central, a chain of seamless destination malls.
The history of retail has included countless ways in which retailers have attempted to get
their products in front of customer. But it seems that the business that have provided their
customers with the most convenience have generally proven to be the most successful.
1.2 VISION
Future Group shall deliver Everything, Everywhere, Every time for Every Indian
Consumer in the most profitable manner.
1.3 MISSION:
• We share the vision and belief that our customers and stakeholders shall be served
only by creating and executing future scenarios in the consumption space leading to
economic development.
• We shall infuse Indian brands with confidence and renewed ambition.
• We shall be efficient, cost- conscious and committed to quality in whatever we do.
1.4 CORE VALUES:
• Indian’s confidence in ourselves.
• Leadership: to be a leader, both in thought and business.
• Respect & Humility: to respect every individual and be humble in our conduct.

7. • Introspection: leading to purposeful thinking.
• Simplicity & Positivity: It is in our thought, business and action.
Chapter 2
REVIEW OF LITERATURE
Employee retention refers to the ability of an organization to retain its
employees. Employee retention can be represented by a simple statistic (for
example, a retention rate of 80% usually indicates that an organization kept
80% of its employees in a given period). However, many consider employee
retention as relating to the efforts by which employers attempt to retain
employees in their workforce. In this sense, retention becomes the strategies
rather than the outcome.
Employee turnover is one of the largest though widely unknown costs an
organization faces. While companies routinely keep track of various costs such
as supplies and payroll, few take into consideration how much employee
turnover will cost them: Ernst & Young estimates it costs approximately
$120,000 to replace 10 professionals. According to research done by Sibson &
Company, to recoup the cost of losing just one employee a fast food restaurant
must sell 7,613 combo meals at $2.50 each. Employee turnover costs companies
30 to 50% of the annual salary of entry-level employees, 150% of middle-level
employees, and up to 400% for upper level, specialized employees. Now that so
much is being done by organizations to retain its employees.
Why is retention so important? Is it just to reduce the turn over costs ?
Well, the answer is a definite no. It’s not only the cost incurred by a company

8. that emphasizes the need of retaining employees but also the need to retain
talented employees from getting poached.
Retention involves five major things:
Compensation
Environment
Growth
Relationship
Support
Compensation constitutes the largest part of the employee retention process.
The employees always have high expectations regarding their compensation
packages.
Salary and monthly wage: It is the biggest component of the
compensation package. It is also the most common factor of comparison
among employees. It includes
· Basic wage
· House rent allowance
· Dearness allowance
· City compensatory allowance
.
Health insurance: Health insurance is a great benefit to the employees. It
saves employees money as well as gives them a peace of mind that they have

10. somebody to take care of them in bad times. It also shows the employee that the
organization cares about the employee and its family.
After retirement: It includes payments that an Employee gets after he
retires like EPF (Employee Provident Fund) etc.
Miscellaneous compensation: It include employee assistance
programs (like psychological counselling, legal assistance etc), discounts on
company products, use of a company cars, etc.
· Employers And Their Key Drivers To Attract And Retain Talent
· Employers Key Drives To Attract And Retain Talent
It is not about managing retention. It is about managing people. If an
organization manages people well, employee retention will take care of itself.
Organizations should focus on managing the work environment to make better
use of the available human assets. People want to work for an organization
which provides
· Appreciation for the work done
· Ample opportunities to grow
· A friendly and cooperative environment
· A feeling that the organization is second home to the employee

11. Chapter 3
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 turnover adds hundreds of
thousands of money to a company's expenses. While it is difficult to fully
calculate the cost of turnover (including hiring costs, training costs and
productivity loss), industry experts often quote 25% of the average employee
salary as a conservative estimate.
Loss of Company Knowledge: When an employee leaves, he takes with him
valuable knowledge about the company, customers, current projects and past
history (sometimes to competitors). Often much time and money has been spent
on the employee in expectation of a future return. When the employee leaves,
the investment is not realized.
Interruption of Customer Service: Customers and clients do business with a
company in part because of the people. Relationships are developed that
encourage continued sponsorship of the business. When an employee leaves, the
relationships that employee built for the company are severed, which could lead
to potential customer loss.
Turnover leads to more turnovers: When an employee terminates, the effect
is felt throughout the organization. Co-workers are often required to pick up the
slack. The unspoken negativity often intensifies for the remaining staff.

12. Goodwill of the company: The goodwill of a company is maintained when the
attrition rates are low. Higher retention rates motivate potential employees to
join the organization.
Regaining efficiency: If an employee resigns, then good amount of time is lost
in hiring a new employee and then training him/her and this goes to the loss of
the company directly which many a times goes unnoticed. And even after this
you cannot assure us of the same efficiency from the new employee
What Makes Employee Leave? Employees do not leave an organization without
any significant reason. There are certain circumstances that lead to their leaving
the organization. The most common reasons can be:
Job is not what the employee expected· to be: Sometimes the job
responsibilities don’t come out to be same as expected by the candidates.
Unexpected job responsibilities lead to job dissatisfaction.
Job and person mismatch: A candidate may be fit· to do a certain type of job
which matches his personality. If he is given a job which mismatches his
personality, then he won’t be able to perform it well and will try to find out
reasons to leave the job.
No growth opportunities: No or less learning and growth opportunities in the
current job will make candidate’s job and career stagnant.

13. Lack of appreciation: If the work is not appreciated by the supervisor, the
employee feels de-motivated and loses interest in job.
Lack of trust and support in co workers, seniors and management: Trust is
the most important factor that is required for an individual to stay in the job.
Non-supportive co workers, seniors and management can make office
environment unfriendly and difficult to work in.
Stress from overwork and work life imbalance: Job stress can lead to work
life imbalance which ultimately many times lead to employee leaving the
organization.
Compensation: Better compensation packages being offered by other
companies may attract employees towards themselves.
New job offer: An attractive job offer which an employee thinks is good for
him with respect to job responsibility, compensation, growth and learning etc.
can lead an employee to leave the organization.

14. CHAPTER- 4
RESEARCH METHODOLOGY
Research Design:
The research design indicates the type of research methodology under taken to
collect the information for the study.
The researcher used both descriptive and analytical type of research design for
his research study. The main objective of using descriptive research is to
describe the state of affairs as it exits at present. It mainly involves surveys and
fact finding enquiries of different kinds. The researcher used descriptive
research to discover the characteristics of customers. Descriptive research also
includes demography characteristic of consumer who use the product.
The researcher also used analytical research design to analyze the existing facts
from the data collected from the customer.
SCOPE OF THE STUDY:
• The scope of study is confined to employees of BigBazaar at EDM,
Kaushambi, Ghaziabad.
• It will be helpful for the organisation to understand the employee
relationship regarding human resource practices in the organization.

15. OBJECTIVES OF THE SUDY:
• To find the factors that influence employee retention.
• To make recommendation for future research.
PRIMARY OBJECTIVE:
• To identify the factors influencing participation in employee retention activities.
SECONDARY OBJECTIVE:
• To ascertain the motivational drivers that help to create a retain workplace.
Research instrument:
Questionnaire was used to collect data from the employees the reason for collecting such type
of questionnaire was the sake of respondents so that they find it easy to understand the
question and respond accordingly.
Questionnaire Design:
The questionnaire framed for the research study is a structured questionnaire in
which all the questions are predetermined before conducting the survey. The
form of question is of both closed and open type. The scales used to evaluate
questions are:
· Dichotomous scale (Yes or No)
· Likert 5 point scale (Highly satisfied, satisfied, Neither Satisfied nor
dissatisfied, Dissatisfied, Highly dissatisfied)
· Category scale (Multiple items)
· Ranking type (R1, R2, R3…)

16. DATA COLLECTION METHOD
Primary data:
Primary data is the new or fresh data collected from the respondents through
structured scheduled questionnaire.
Secondary data:
The secondary data are collected through the structured questionnaire, literature
review and also from the past records maintained by the company.
SAMPLE DESIGN
This study is not concerned with the whole universe hence; it becomes
necessary to take sample from the universe to understand the characteristics.
• Sampling unit: the study is directed towards the Big Bazaar employees.
• Sample Technique: Convenience sampling
• Research Instrument : Questionnaire
• Contact Method : personal Interaction
Sample size: sample size of 100 is taken in this study.

17. STATISTICAL TOOLS AND TECHNIQUES
Percentage method:
Percentage method is used in making comparison between two or more series of
data. This is used to describe relationship.
Percentage of respondents = No of respondents x 100
Total no. of respondents
The method of study followed in this project (in brief):
Sample size : 100
Data collection method : Primary and Secondary.
Duration of study : 45 days.
Analysis : Through percentage method.
 Limitations of the Study:
 As the project is prepared for academic purpose only, it
suffers from the limitations of time and money, due to
which analytical study into all the strategies adopted by the
organization was not possible.
 Due to constraint of time and resources, the study was
conducted in the regional unit.
 The accuracy of the analysis and conclusion drawn entirely

18. depends upon the reliability
 of the information provided by the employees.
 Sincere efforts were made to cover maximum number of the
trainees but the study may not fully reflect the entire
opinion of the trainees.
 In the fast moving/changing employees behavior, many
new and better things may emerge in the near future, which
cannot be safeguard in this report.

19. CHAPTER-5
DATA ANALYSIS AND
INTERPRETATION

20. Sales
Male
Female

21. Income Level of Employees

22. Employee Salary

23. Leave Benefits

24. Health related benefits

25. Long Term Care Insurance

26. Deferred Compensation

27. Alternative Work Schedule

28. Mentoring

29. Reward and Recognition

30. Training Opportunities

31. Supervisors spend a good deal of time listening to
Employees Ideas

32. 0
5
10
15
20
25
30
35
40
45
S.A. A N D S.D.
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Job is Secured
Opportunity for Promotion is good

34. Findings
Percentage analysis:-
1. 58% of the employees are belonging to male category.
2. 68% of the employees are Above 7000 to 11000 and 12% are between
11000 to 17000 and rest 20% are above 20000.
3. 17% of the employees said satisfied with their salary and compensation
4. 46% of the employees said satisfied with their leave benefits.
5. 12% of the employees said to be highly satisfied and 39% of the
employees said satisfied with their health related benefits.
6. 64% of the employees said satisfied with their long term care insurance.
7. 63% of the employees said satisfied with their deferred compensation.
8. 49% employees says yes to the employees alternative work schedule.
9. 49% of the employees said satisfied with their rewards and
reorganisations.
10. 35% employees said satisfied and 27%of the employees say highly
satisfied with their training opportunities.
11. 37% employees said satisfied and 41%of the employees said neutral
with their job security.
12. 12% employees said satisfied and 12%of the employees says highly
satisfied with their opportunities for promotion.

35. SUGGESTIONS
· Employee should be provided with proper training.
· Employee should be appreciated for good work.
· Employee should be motivated to welcome the change.
· If any changes are brought in to software or any module is added then
proper training should be given.
· Effective communication will result to reduce the barriers.
· Employees salary should be incremented from time to time.
· The grievance system should be monitor by the authorties in a
periodical manner; this will give the best result in conflict
management.
· All employees should be rewarded suitably.

36. Conclusion
Retention is an important concept that has been receiving considerable attention
from academicians, researchers and practicing HR managers. In its essence,
Retention comprises important elements such as the need or content, search and
choice of strategies, goal-directed behaviour, social comparison of rewards
reinforcement, and performance-satisfaction. The increasing attention paid
towards Retention is justified because of several reasons. Motivated employees
come out with new ways of doing jobs. They are quality oriented. They are
more productive.
1. Develop an attractive employee value proposition.
An employee value proposition means that your company has something
attractive to offer that is perceived as valuable to an employee. as an employer,
you must understand what makes your organization attractive to potential
recruits and current employees.
2. Create a total reward structure that includes more than compensation.
Big Bazaar should have all the normal compensation mechanisms common to
their type of employment. yet, total rewards packages go far beyond money.
While money might temporarily retain employees, it does not always equate
with engagement. People want a chance to make a difference and realize
themselves. That self-realization is multi-dimensional and different for each
employee.

37. 3. Give feedback on employee performance on a regular basis.
Most managers and employees are not enamoured with the performance appraisal
process in their organization. yet, an effective performance management process
serves many purposes. Ongoing performance feedback allows employees to better
know where they stand, gives them a formal means to provide input, indicates that
their managers pay attention to them and that their performance matters. This
feedback contributes to employee engagement and retention.
4. Be flexible in terms of work-life balance.
Workers more and more value a balance between work and life. They want
more flexible ways to engage with their employer. To attract and retain
workers with different work and career expectations, organizations have to
be more flexible in structuring work and its expectations. It calls for a
different managerial mindset and practices that involve letting go of old
ways of controlling workers’ time and attendance in favor of result criteria
such as output, productivity and quality.
5. Create a culture of engagement.
Employees have become more connected with others in the organization
(and the broader supply-and-customer chain) through project-based team
work and process management activities.
Employees are shifting their loyalty to people, teams and projects and away

38. from company loyalty. It is organizations that create the culture and climate that
allow people, processes and projects to become fully connected and engaged
with one another. Engaged employees are more likely to stay with their
employer.
6. Train managers to be effective.
Exit interviews consistently show that “poor and bad” management practices
greatly contribute to an employee’s decision to leave a company. It is
imperative to provide supervisors and managers with adequate tools to become
effective managers since we cannot assume that these competencies are innate.
7. Creating a Motivating Environment
Team leaders who create motivating environments are likely to keep their team
members together for a longer period of time. Retention 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 field of quality. Employees who look
forward to these events and are likely to remain more engaged.
8. 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
9. Providing coaching

39. 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.
BIBLIOGRAPHY
BOOKS
 Human Resource Management C.B.Memoria
 Research methodology C.R.Kothari
 Journals, Newspaper and Internet
 Handbook by government of India for recruitment.
 Power Grid Corporation of India manual.
 Baldwin, T.T., Goldstein & Ford, K.J. (1988) Transfer of training.
 Jack.J.Philips: Handbook Of Training Evaluation And Measurement
Methods, Gulf Publishing Company,1991.
 Honey, P. & Mumford, A. (1982) Manual of Learning Styles London: P
Honey.
8.2 Websites :-
• www.google.co.in
• www.hr.com
• www.citehr.com
• www.wikepedia.com
• www.management-issues.com
• www.bloomstaxonomy.com
• www.slideshare.com

40. • www.Businessballs.com
• www.mindtools.com
• www.futuregroup.com