6.1 INTRODUCTION
Information technology as an industry today occupies a strategic place in Indian economy and business. Its origin and growth in India have been phenomenal during the last two and half decades. Not only the economic and business environment has undergone a change but one can also see changes in the social sector as well. The education and employment fields have changed. It has played a key role in putting India on the global map. The information technology industry in India basically consists of the software development sector. The industry consists of a large number and growing number of firms. According to NASSCOM the number of Indian software firms has grown from around 432 in 1996-97 to over 1300 in 2010[1].
The profile
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The semi structured interview method used to collect the data from HRD of the selected IT units of Pune, to cover up what conventional and non- conventional retention practices implemented by the IT units, the effectiveness of retention practices and different level of hierarchy mostly participates in turnover. The study was conducted in IT units located in and around Pune at Hingiwadi IT park, Magarpatta, Koregoan, Rajiv Gandhi IT park PCMC. The IT units listed under Maratha Chambers of Commerce and Industries and Agriculture (MCCIA). The units considered are IT services and software development having the status of National and Multi-national (six were Multinational and four were National).
An attempt is made to present the people management dimensions while referring to different aspects of employee management and study of various measures being designed and implemented to retain the employees in the selected above ten IT-units. An attempt is made to identify several retention strategies and practices in these companies to retain their employees and examine whether the IT organizations have any common strategies for retaining
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Table- 6.1: Conventional retention practices v/s IT units Conventional retention Practices IT units X1 X2 X3 X4 X5 X6 X7 X8 X9 X10
Performance Appraisal X X
Incentives X
Career Growth X X
Best Salary Packages X
Regular Employee feedback Sessions X
Regular Rewards and Reorganization X
Better work environment X
Recreation X X X X X X X
Recognition of achievement X X
Exit Interview X
Job rotation and Job enrichment X X X X
Motivational Atmosphere X X X
Weekly feedback from Employees X X X X X X X X
Employee Stock Ownership plan(ESOP) X X X X X X X X
The Table-6.1 information is further complied in Table-6.2 to understand which conventional practices are most and less effective.
Table- 6.2: Implementation % of conventional retention Practices.
Conventional retention Practices Implementation %
Performance Appraisal 80%
Incentives 90%
Career Growth
Contents Terms of Reference 2 Procedure 2 Findings 3 Current Structure 3 New Structure 4 Employee Relationships 4 Instructing Staff 5 Contingency Variables 5 Conclusion 6 Recommendations 6 References 7 Appendix A 8 Terms of Reference I am a HNC business student. I am writing this report as part of my course. This assessment covers outcome 4 of the Managing People and Organizations' class.
The information revolution is sweeping through our economy. No company can escape its effects. Dramatic reductions in the cost of obtaining, processing, and transmitting information are changing the way we do business. “To get ahead in today’s business world, a company must utilize the right resources. One of the most effective, of course, is information technology (IT), which has become an essential tool for businesses across many industries” (2013).
In order to improve employee morale and satisfaction,
Study results showed increased employee satisfaction and a reduction in employee turnover rate. (Brunges, M., & Foley-Brinza, C.,
However, there is always room for growth and improvement. By taking an in depth look at Target Corporation and understanding organizational structure, task organization, communication factors, competition, culture, and factors of success give insight to things that can be improved. To assist in improvements and long-term success, five suggested human resource policies that include recruiting, hiring, and retaining, compensation, vacation and sick pay, discrimination and harassment, and retirement policies will assist the organization in their overall production and productivity. By addressing this topics Target Corporation will take care of employees from day one to retirement. In doing so, productivity, quality control, innovation, and profit will improve.
(2013) also explains that staff retention is associated with communication and
success. Tinto developed a theory to explain student retention called Tinto’s Theory of Student Departure. Tinto’s (1993) theory of student departure, will also serve as the theoretical framework of this study.
5. Providing opportunities for rapid career progression. 6. Career advancement based on skill and expertise , adding more levels, grades to meet their expectations. 7.
A performance-oriented philosophy is followed; no one is guaranteed compensation just for adding another year to organisational service. Instead, pay and incentives are based on performance differences among employees. Employees who perform well get larger compensation increases; those who do not perform satisfactorily receive little or no increase in compensation. Thus, employees who perform satisfactorily should keep up or advance in relation to a broad view of the labour market for their jobs, whereas poor or marginal performers should fall
INTRODUCTION Human resource management is the strategic approach to the management of an organization 's most valued assets - the people working there who individually and collectively contribute to the achievement of the goals of the business (Armstrong, M., 2006). In other words, human resource management is a to work with employees, and for the employees, to help them solve their problems. Therefore, human resource is a complicate department, as they deal with people who already work there, they also deal with several issues which happen among new employees, such as recruitment, selection and so on. Nowadays, employee retention becomes one of the most significant issue in the organizations, and managers are aiming to find the best employees
This section reviews theories on employee retention. 2.2.1 Herzberg Two Factor Theory Frederick Herzberg (1959) two-factor theory is also known as the motivation-hygiene or the dual-factor theory. Herzberg’s theory states that certain factors in the organization related to the contentment of the job which provides satisfying experience for employees while separate set of hygiene factors cause dissatisfaction among employees in the workplace. The former factors are called motivators or satisfiers and include achievement, recognition, the work itself, responsibility, opportunity to do something meaningful, sense of importance, advancement and growth while the former factors are known as hygiene factors such as job security, fringe benefits, salary paid
Ensuring the reward system that is based on performance and not on tenure. Motivating younger employees to work together with older employees. Incorporating ‘Teamwork’ within organization. In addition, organizations can create an environment where both generation employees can share their ideas and can work as a team.
EXECUTIVE SUMMARY EMPLOYEES RETENTION Employee retention means to retain the employees in the organisations and not giving them chance to leave the organisations at any cost. The burly block for any organisations is just not to get the best employees for the organisations, but to also retain them in the organization. There are number of reason because of which an employee leaves or try to quit the job, some of them are: 1.
1. Student details: 1.1 Name: Vaghela Deepikaben Maganbhai 1.2 Student ID:1525258 2. The programme of research 2.1 Title: To evaluate customer satisfaction in restaurant industry in India. 2.2 Research Objectives: • To explore the relationship exist among these factors, employee performance, food quality, price, physical environment and customer satisfaction with the help of literature review.
It could be applied for retaining an ageing workforce to promote continuity of care, and retain more experienced HCP in the workforce. The experienced HCP would act as role model among young HCP, and pass their knowledge and skills to them and subsequently improve the quality of healthcare services. They would decide to stay in the organization because of familiarize of working culture and appreciated, and they might not be able to get high salaries in other organizations due to high competition. However, more money does not indicate higher motivation. Therefore, additional retention strategies for HCP should be