Management ,observed by Mary Parker Follett is to get

things through people.

Human resources is a term used to refer to how people are
managed by organizations. It was basically a traditionally
administrative function but with time it focuses and
recognizes talented and engaged people and organizational
success. Human resources have at least two related
interpretations depending on context. The original usage was
traditionally called labour. It is a measure of the work done
by human beings. This perspective is changing as a function
of new and ongoing research into more strategic approaches.
This first usage is used more in terms of 'human resources
development', and can go beyond just organizations to the
level of national importance. The more traditional usage
within corporations and businesses refers to the individuals
within a firm or agency, and to the portion of the
organization that deals with hiring, firing, training, and other
personnel issues, typically referred to as 'human resources
management'.

The terms "human resource management" and "human resources"

(HR) have largely replaced the term "personnel management" as a
description of the processes involved in managing people in
organizations. In simple sense, HRM means employing people,
developing their resources, "personnel management" as a
description of the processes involved in managing people in
organizations. Human resource management is to maximize the
return on investment from the organization's human capital and
minimize financial risk. Presently Human Resource Management is
an integral but distinctive part of management. Its objective is the
maintenance of better human relations in the organization by the
development, application and evaluation of policies, procedures
and programs relating to human resources to optimize their
contribution towards the realization of organizational objectives.
HRM helps in attaining maximum individual development, desirable
working relationship between employees and employers, employees
and employees, and effective modeling of human resources as
contrasted with physical resources

What is Employee Retention ?

Employee retention refers to the various policies
and practices which let the employees stick to
an organization for a longer period of time. Every
organization invests time and money to groom a
new joinee, make him a corporate ready material
and bring him at par with the existing employees.
The organization is completely at loss when the
employees leave their job once they are fully
trained. Employee retention takes into account the
various measures taken so that an individual stays
in an organization for the maximum period of
time.

Company Profile

Established in 1987

RANGE OF PRODUCTS

High fashion footwear (boots, shoes & bags)

PRODUCTION CAPACITY

1.8 million Pairs in a year

Unit I: 4000 pairs a day

TECHNICAL STRENGTH

State of art facility equipped with ultra-modern machines,

Unit II: 4000 pairs a day

PRIMARY COMPETITIVE ADVANTAGES

Experienced R&D department (certified by DSIR, ministry of science&
technology, govt. of India first footwear unit in India to get this certification)
Large production capacity
Reliability & transparency

SOCIAL RESPONSIBILITY
In house training institute in collaboration with IL&FS (supported by Ministry of
Rural Development, govt. of India). Aimed at providing employment & skills to
people of village settlement and BPL category.
Equipped with 100 KW Solar Power Generating System. Saving appx. 80000 kg.
CO2 emission per year.

INTERNATIONAL AFFILIATIONS
First ISO 9001 Shoe Company in the region SA 8000.

AWARDS AND ACCREDITATIONS

By Provincial govt.
State Export Award 1998

BY COUNCIL OF LEATHER EXPORTS, INDIA

Certificate of merit 2001.
Best Performance Award 2003
Best Design Award 2005
Certificate of merit:
SA-8000 Social Accountability 2006

 BY GOVT. OF INDIA, MINISTRY OF

FINANCE
National Award 2007(special recognition
award)

INTERNATIONAL EXHIBITIONS
Garda and Micam Fairs

INDIA FRANCHISEE & LICENSEE OF
Miss Sixty Shoes & Accessories, Italy
STENS, France. (Extensible sole).

Objectives are pre-determined goals to which

individuals or group activity in an organization is
directed. So objectives of HRM are influenced
by organizational objectives and individual as
well as social goals.
To help the organization reach its goals.
To identify and satisfy the needs of individuals.
To achieve and maintain high morale among
employees.
To develop and maintain a quality of work life.
To be ethically and socially responsive to the
needs of society.

Why do Employees Leave ?

Research says that most of the employees leave
an organization out of frustration and constant
friction with their superiors or other team
members. In some cases low salary, lack of growth
prospects and motivation compel an employee to
look for a change. The management must try its
level best to retain those employees who are really
important for the system and are known to be
effective contributors.
t is the responsibility of the line managers as well
as the management to ensure that the employees
are satisfied with their roles and responsibilities
and the job is offering them a new challenge and
learning every day.

Employee Retention refers to the techniques employed by

the management to help the employees stay with the
organization for a longer period of time. Employee retention
strategies go a long way in motivating the employees so that
they stick to the organization for the maximum time and
contribute effectively. Sincere efforts must be taken to
ensure growth and learning for the employees in their
current assignments and for them to enjoy their work.
Employee retention has become a major concern for
corporates in the current scenario. Individuals once being
trained have a tendency to move to other organizations for
better prospects. Lucrative salary, comfortable timings,
better ambience, growth prospects are some of the factors
which prompt an employee to look for a change. Whenever a
talented employee expresses his willingness to move on, it is
the responsibility of the management and the human
resource team to intervene immediately and find out the
exact reasons leading to the decision.

To understand the employee retention and

satisfaction in general and of Gupta Overseas
Pvt. Ltd in particular.

To study the reasons for attrition and

measures that has to be taken by the
company to reduce the attrition.

DATA COLLECTION:
There are two sources of data collection:
Primary data :It is a fresh data which has been collected from the
survey area through;
Questionnaire
Interview
Secondary data :It is the analysis of existing documents. It involves
the study of various documents available in the
organization and outside, which may contain
information for the study.
Websites
I will be using both the above methods to support my
study.

SAMPLE AREA:
Gupta H.C Overseas

SAMPLE SIZE:
Questionnaire of 35 employees will be
conducted of Gupta HC Overseas.

Retention begins before day one Connie

Chapman Employee orientation is a multi-stage
process utilizing both formal and informal
activities that help assist the employee to
become part of the culture of any organization,
including the library. A human resources program
that includes well-planned processes for
recruitment, selection, orientation, socialization
and retention will help a library be more
competitive as librarians retire. Paying attention
to these processes is increasingly important as
we enter the period in which the baby boomer
generation is moving toward retirement

EMPLOYEE RETENTION-A REAL TIME CHALLENGES

IN GLOBAL WORK ENVIRONMENTDr. K. Aparna Rao
Employee retention is most critical issue facing corporate leaders as a
result of the shortage of skilled labor, economic growth and employee
turnover. Retaining employees involves understanding the intrinsic
motivators of them which many organizations unable to identify. The
reason is "Individuals differ greatly in this regard. A Company should exert
some effort and undertake some analyses to determine the nonmonetary
interests and preferences of its key employees, and then attempt to meet
these preferences in action." In this context organizations need to dig novel
approaches to retain the most effective manpower. Indian companies are
lining up robust hiring plans, making India the most lucrative country in the
world for job seekers. Retention strategies should not be orchestrated in
isolation but must form part of the overall strategies for strengthening the
pull on the talent while this augurs well for employees, it means employers
need to up the ante on Employee Retention, one of the most critical issues
organizations face today. Looking carefully into many organizationsRetention strategies are very competitive, companies try to provide their
best to retain the employees of their competitors. In this conceptual paper
the author has attempted to bring out employee retention approaches,
strategies for knowledge workforce, for achieving competitive advantage.
The Author has given some suggestion to improvise the procedure of
employee retention.

According to Joan Brannicks Successful retention strategies can

also translate into dollars and cents on the balance sheet. It can
cost as much as two times the annual salary to replace an
employee. A small decrease in employee turnover often results in
a dramatic increase to the companys bottom line. Retentionsavvy companies use these seven strategies to retain their top
talent and, therefore, to improve their companys financial and
non-financial standing in the marketplace.

According to Get Les McKeons employee retention is effective

employee retention is a systematic effort by employers to create
and foster an environment that encourages current employees to
remain employed by having policies and practices in place that
address their divers needs. Also of concern are the costs of
employee turnover (including hiring costs productivity loss).

Training Managers To Improve Employee Retention(JF Filler)

The goal of virtually every business operating today is essentially the

same: to make money. When it comes to the fine art of turning a
profit, there are as many different factors that influence whether or
not a company makes money as there are ways to make it. All
successful companies begin by hiring people who best fit the position,
and in the modern-day world of business, a considerable amount of
time, effort, or money is invested in this endeavor. Once a stellar
candidate has been hired, however, it does the company no good if, six
months down the road, they quit because the working environment
turned out not to be the right fit for them. Employees may leave a
company for many different reasons, and many of those reasons
frequently stem from a sense of general dissatisfaction with the way
they are being managed. All too often, this important aspect of
employee turnover gets the attention it deserves only after it becomes
a serious problem. Improving managers' skills by giving them
retention-oriented training is one of the most effective ways to reduce
turnover, and it also has other benefits that contribute to making the
company more successful.

Kentucky Media Employees are a valuable asset for any

organization because there is a lot that is invested in acquiring
and retaining them. As such, most organizations would like to
retain their employees for longer to avoid the costs that may
arise from the need to hire, recruit and train. In order to reach
this goal employers employ various employee retention
strategies. This is mainly because different employees have
different needs and they are motivated differently. Therefore,
the challenging secret is the acquisition of the right combination
of strategies to enhance retention.
Kehr (2004), explains that the implicit retention factors in
spontaneous, expressive and pleasurable behavior and can be
divided into three variables; power, achievement and affiliation.
Power refers to dominance and social control. Achievement is
when personal standards of excellence are to be met or
exceeded and affiliation refers to social relationships which are
established and intensified. Implicit and explicit retention factors
relate to different aspects of the person, but both are important
determinants of behavior.

According to Osteraker (1999), the employee satisfaction and retention

are considered the Cornerstone for success of organization. Past study
divided it into social, mental or physical Dimension. The grouping is based
on social contacts at works, characteristics of the work task or the
physical and material circumstances associated with work. The retention
factors of the mental dimension are work characteristics, employees are
retaining by flexible tasks where they can use their knowledge and see
the results of their efforts. The social dimension refers to the contact
employees have with other people, both internal and external. The
physical dimension consists of working conditions and pay. In order to
retain employees the organization need to gain information about the
dynamics that characterized the motivation to work.

Van Knippenberg (2000), suggested that employee become more loyal

and stay in the organization when they identify themselves within a group
and contribute to the performance as a group. This suggestion relies on
work performed by Locke and the goal setting theory he developed. The
goal is team performance and the individual feeling part of the group.
The focus of Locke was on the goal, but in order to reach the goal one
must associate oneself with the group and task

Fitz-enz (1990) recognized that only one factor is not responsible in management
of employees retention, but there is several factors influenced in employee s
retention which need to manage congruently i.e. compensation & rewards, job
security, training & developments, supervisor support culture, work environment
and organization justice etc.Accordingly, organization utilizes extensive range of
human resource management factors influence in employee commitment and
retention This study also have objective to find out the factors which is more
influence in employees retention, for this purpose these factors are categorized
into organizational factor i.e. supervisor support, organizational justice,
organization image and work environment and Human resource factors i.e.
employee value match, training & development, remuneration & reward, job
security and employees promotion aspect.

According to Smith (2001) money bring the workers in the organization but not
necessary to keep them. According to Ashby and Pell money satisfies the employee
but it is not sufficient to retain the employee means it is insufficient factor. Money
is not considered as primary retention factor (Brannick, 1999). Many organization
implement very good employees retention strategy without offering high
compensation or pay based retention strategy (Pfeffer, 1998). In such circumstances
a wide number of factors are seems for successful retention of employees. The
existence of other retention factors cannot be ignored.

Ihsan and Naeem (2009), indicated that Pharmaceutical sales force rated
pay and fringe benefits as the most important retention factor which is
supported by the findings of past studies. In addition, it indicate that pay
and fringe benefits is highly valued by the sales force of all demographic
Backgrounds. Its possible explanation could be that pays and fringe
benefits enable salespersons to fulfil their physiological as well as esteem
needs. Thus, critical review of the current incentive schemes is required
to make them more effective to cater to needs of the sales in both
multinational and local pharmaceutical companies to retain their talent
workers.

Compensation is considered the most important factor for attracting and

retaining the talent (Willis,2000). A fair wages are the foundation
element of the implied and contractual bond between employers and
employees, the underlying supposition being that monetary can persuade
behavior (Parker and Wright, 2001). Organizations often offer high pay
packages i.e. stock options, special pay, retention pay, gain share pay,
performance base pay and bonus etc. for attraction and retention of
talented employees of the market.

Williams and Dreher (1992), wages is the key factor

influence in the employee attraction and retention, and
play important role in the recruitment process. Highhouse
et al, (1999) recommend that only pay is not sufficient to
retain the employees. He argues that low pay package will
drive workers out the organization but it is not necessary
that high pay package bring and keep the workers in the
organization. Ultimately, the workers stay in the
organization due to others factors i.e. work environment,
co-workers behavior and supervisor support etc. which
compel the employee to retain in the organization.

According to Walker (2001), compensation offer

recognition, but non-monetary forms of recognition are
also not ignored and important. Recognition from bosses,
team members,coworkers and customer enhance loyalty.
Employee participation in decision making and influence in
actions are also important.

According to Noe (1999), employees have perception

to acquire new knowledge & skills which they apply
on the job and also share with other
employees.Research studies found that organization
often delay employee training program to determine
that workers personal value good matches with
organization culture or otherwise, therefore to peter
out the employee turnover intention.
According to Gomez et al, (1995), training provides
specialized technique and skills to employee and also
helps to rectify deficiencies in employee
performance, while development provide the skills
and abilities to employee which will need the
organization in future. Development of skill consists
of improving interpersonal communication,
technological knowledge, problem solving and basic
literacy etc

Garg & Rastogi (2006) explain that in todays

competitive environment feedback is essential for
organizations to give and receive from employees and
the more knowledge the employee learn the more he
or she will perform and meet the global challenges of
the market place.

Bishop (1998), survey on training found that

established, larger, manufacturing and unionized
firms have tend to provide training to employee as
did multi established firms with flexible production
approach or high performance. Research study finds
that, larger companies, high performance
establishment and those organizations which spend
more physical resources were usually more probably
to retain their talent.

Storey and Sisson (1993), recommend that training

is sign of organization commitment to employees.
Training also reflects organization strategy that is
based on value adding rather than cost lowering.
Leading firms of the industry recognize that
comprehensive range of training, skill and career
development is the key factor of attraction and
retention the form of flexible, sophisticated and
technological employees that firms strategy to
succeed in the computerized economy