Nazia Final Project

A STUDY ON FACTORS INFLUENCING EMPLOYEE RETENTION
AT ISS FACILITY SERVICES INDIA PVT LTD
PROJECT REPORT
(A Report Submitted in Partial Fulfilment of the Requirements for the Degree of
Master of Business Administration in Pondicherry University)
Submitted by
NAZIA TABASSUM.L.A
Enrollment No: 0213390127
MBA: Human Resource Management
Under the guidance of
Mrs. S. DIVYANSHI, MBA, M.Phil. (Mgt)

Visiting Faculty - Pondicherry University Twinning Program
DIRECTORATE OF DISTANCE EDUCATION
PONDICHERRY UNIVERSITY
PONDICHERRY – 605014
2015
1
CERTIFICATE OF THE GUIDE
This is to certify that the Project Work titled “A STUDY ON FACTORS

INFLUENCING EMPLOYEE RETENTION AT ISS FACILITY SERVICES
INDIA PVT LTD” is a bonafide work of NAZIA TABASSUM.L.A,Enrollment No:
0213390127 carried out in partial fulfilment for the award of degree of MBA Human
Resource Management of Pondicherry University under my guidance. This project
work is original and not submitted earlier for the award of any degree / diploma or
associate ship of any other University / Institution.
Place: Chennai Signature of the Guide
Date: Mrs. S. DIVYANSHI MBA, M.Phil. (Mgt)

Visiting Faculty – PULC
LOYOLA COLLEGE
CHENNAI-34
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STUDENTS' DECLARATION
I, NAZIA TABASSUM. L.A. hereby declare that the Project Work titled “A STUDY
ON FACTORS INFLUENCING EMPLOYEE RETENTION AT ISS
FACILITY SERVICES INDIA PVT LTD” is the original work done by me and
submitted to the Pondicherry university in partial fulfilment of requirements for the
award of Master of Business Administration in Human Resource Management is a
record of original work done by me under the supervision of Mrs.S. DIVYANSHI of
Loyola College.
Enrollment No: 0213390127 Signature of the Student
Date: (NAZIA TABASSUM .L.A)
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ACKNOWLEDGEMENT
I wish to express my sincere gratitude to our DirectorRev.Dr.B.Johnbosco

DDE, Pondicherry University for permitting me to undertake this project work.
I wish to acknowledge with thanks to CoordinatorDr.S.ArockiaBaskaran, of

my study centre for his sterling guidance throughout the preparations of this report.
I wish to express my deep gratitude to S.DIVYANSHI, PULC, Loyola

College and my guide, for his valuable suggestion, guidance and encouragement in
completing this report successfully.
I also convey my hearty thanks to Mr.RAJAKUMAR.ASenior Manager,

Human CapitalandMrs.DIVYA VINOTH Senior Executive, Human CapitalatISS
FACILITY SERVICES INDIA PVT LTD.
I also thank My Parents & Friends, who have helped me in various ways to
complete this project successfully.
I also acknowledge the involvement of those who contributed either directly or

indirectly for their support in all aspect in the completion of my training.
NAZIA TABASSUM.L.A
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EXECUTIVE SUMMARY
In order to retain employees and reduce turnover managers must meetthe goals of
employees without losing sight of the organization's goal. Employee retention is
keeping the employees that have already been hired. When you have hired people,
trained them into high performing teams, not to lose the employee the researcher
found the problems that occurs in the organization as employees stress, expected
employment compensation career growth and opportunities provided by the
organization and tries to satisfy the measures of this study were as:
 To understand the needs of the dis satisfied employees.

 To study the satisfactory level of the employees with respect of
monetary and non- monetary benefits from the organization.
With the help of 100 samples size the researcher used simple random sampling
method to found that the majority of the employees are satisfied with their salary,
incentives, the career growth and opportunities provided by the organization and the
employees needs more coordination with their colleagues and supervisors and to
reduce their work load this study concludes with highlighting suggestion as to develop
more interrelationship and monetary benefits in order to retain employees in the
organization this study can also applicable for the other departments of the same
organization.
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TABLE OF CONTENTS
Page no:
Acknowledgement: 3
Executive summary: 4
List of tables: 6-7
List of charts: 8-9
I. Introduction and design of the study:

1.1 Concept introduction: 10-11
1.2 Problem of the study: 12-14
1.3 Scope of the study: 15
1.4 Need of the study: 16
1.5 Limitation of the study: 17
1.6 Review of literature: 18-25
1.7 Objectives of the study: 26
1.8 Research methodology: 27-28
1.9 Chapter plan: 29
II. Profile of the company: 30-37
III. Data analysis and interpretation: 38-95
IV. Findings and suggestions: 96-98
V. Conclusion: 99
Bibliography: 100
Annexures: 101-106
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LIST OF TABLES
S.NO PARTICULARS PAGE NO
1. Age of the employees 38
2. Gender of the employees 40
3. Qualification of the employees 42
4. Marital status of the employees 44
5. Experience of the employees 46
6. Income of the employees 48
7. Salary package of the employees 50
8. Job rotation technique practiced by the employees 52
9. Job rotation technique helps in breaking monotony and learning 54

new skills
10. Job rotation technique do not help in breaking monotony and 56
learning new skills
11. Factors motivating to continue with this job 58
12. Employees relationship with the management 60
13. Promotion opportunities for the employees 62
14. Reward plans for the employees 64
15. Job security of the employees 66
16. Aspects to be improved in the organization 68
17. Training programmes conducted in the organization 70
18. Frequency of training program 72
19. Content of training program 74
20. Learning from the program 76
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21. Quality of the trainers 78
22. Employees satisfaction with the working hours 80
23. Non-monetary facilities are provided to the employees 82
24. Sources which gave idea about the organization 84
25. Employees opinion regarding work load 86
26. Statutory and non-statutory benefits of employees satisfaction 88
27. Employees opinion in the organizational policies and procedures 90
28. Employees recognition for work 92
29. Steps taken by the management for employee retention 94
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LIST OF CHARTS
S.NO PARTICULARS PAGE NO
1. Age of the employees 39
2. Gender of the employees 41
3. Qualification of the employees 43
4. Marital status of the employees 45
5. Experience of the employees 47
6. Income of the employees 49
7. Salary package of the employees 51
8. Job rotation technique practiced by the employees 53
9. Job rotation technique helps in breaking monotony and learning 55

new skills
10. Job rotation technique do not help in breaking monotony and 57
learning new skills
11. Factors motivating to continue with this job 59
12. Employees relationship with the management 61
13. Promotion opportunities for the employees 63
14. Reward plans for the employees 65
15. Job security of the employees 67
16. Aspects to be improved in the organization 69
17. Training programmes conducted in the organization 71
18. Frequency of training program 73
19. Content of training program 75
20. Learning from the program 77
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21. Quality of the trainers 79
22. Employees satisfaction with the working hours 81
23. Non-monetary facilities are provided to the employees 83
24. Sources which gave idea about the organization 85
25. Employees opinion regarding work load 87
26. Statutory and non-statutory benefits of employees satisfaction 89
27. Employees opinion in the organizational policies and procedures 91
28. Employees recognition for work 93
29. Steps taken by the management for employee retention 95
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CHAPTER-1
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INTRODUCTION
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1.1 INTRODUCTION
Employee retention is a systematic effort by employer to create and foster an

environment that encourages the current employees to remain employed by having
policies and practices in place that address their diverse need. Employee retention is
keeping the employees that have already been hired. When you have hired people,
trained them into high performing teams, you do not want to lose them.
Companies today invest so much time in their employee that each one leaves it is like
they are losing an investment. It is for the reason that employee retention has become
a critical component of work force stability.
Retaining good employees is not easy as it used to be. Companies need to be in top of
the game when it comes to keeping them, as well as motivating them. Employee’s
retention is simple to understand, but at the same it is difficult to achieve. Knowing
what employees want and need is a step in the right direction.
Retention of key employees is critical to the long term health and success of any
organization. It is a known fact that retaining your best employees ensures customer
satisfaction, satisfied colleagues, reporting staff, effective succession planning and
deeply imbedded organizational knowledge and learning.
Employee retention matters as organizational issues such as training time and

investment, lost knowledge, insecure employees and costly candidate search are
involved. Hence failing to retain a key employee is a costly proposition for an
organization. Various estimates suggest that losing a middle manager in most
organization, cost up to five times his salary.
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.
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In business setting, the goal of employers is usually to decrease employee turnover,
thereby decreasing training costs, recruitment costs and loss of talent and
organizational knowledge.
By implementing lessons learned from key organization behaviour concepts

employers can improve retention rates and decrease the associated costs of high
turnover. However, this isn't always the case. Employers can seek "positive turnover"
whereby they aim to maintain only those employees who they consider to be high
performers.
Definition:
According to Get Les Mckeown's
Employee retention is defined as “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 diver
needs. Also of concern are the costs of employee turnover (including hiring costs,
productivity loss). Replacement costs usually are 2.5 times the salary of the
individual.
The costs associated with turnover may include lost customers, business and damaged
morale. In addition there are the hard costs of time spent in screening, verifying
credentials, references, interviewing, hiring, and training the new employee just to get
back to where you started.
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1.2 PROBLEM OF STUDY
WHAT MAKES AN EMPLOYEE LEAVE?

 Job is not what employee expected
 Stress of overwork
 No Growth opportunities
 Lack of appreciation
 Lack of trust and support
 Compensations
 New job offers
THE THREE R’s OF EMPLOYEE RETENTION
To keep employees and keep satisfaction high, you need to implement each of
the Three R’s of employee retention: Respect, Recognition, and Rewards.
Respect is esteem, special regard, or particular consideration given to people.

The pyramid shows, respect is the foundation of keeping your employees.
Recognition and rewards will have little effect if you don’t respect employees.
Recognition is defined as “special notice or attention” and “the act of

perceiving clearly.” Many problems with retention and morale occur because
management is
not paying attention to people’s needs and reactions.
Rewards are the extra perks you offer beyond the basics of respect and
recognition that make it worth people’s while to work hard, to care, to go beyond
the call of duty. While rewards represent the smallest portion of the retention
equation, they are still an important one.
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ROLE OF HUMAN RESOURCE MANAGER IN RETAINING THE
EMPLOYEES
 Whenever an employee resigns from his current assignments, it is the responsibility

of the HR to intervene immediately to find out the reasons which prompted the
employee to resign.
 It is the duty of the HR to sit with the employee and discuss the various issues face
to face.
 The HR person must ensure that he is recruiting the right employee who actually
fits into the role.
 The human resource department must conduct motivational activities at the
workplace.
 The HR must launch various incentive schemes for the top performers to motivate
them.
CHALLENGES TO EMPLOYEE RETENTION
 Monetary dissatisfaction is one of the major reasons for an employee to look

for a change. Retention becomes a problem when an employee quotes an
exceptionally high figure beyond the budget of the organization and is just not
willing to compromise. The organization needs to take care of the interests of the
other employees as well and can’t afford to make them angry. A high potential
employee is always the centre of attention at every workplace but one should not
take any undue advantage. One should understand the limitation of the
management and quote something which matches the budget of the organization.
 In the current scenario, where there is no dearth of opportunities, stopping

people to look for a change is a big challenge. Every organization tries its level
best to hire employees from the competitors and thus provide lucrative
opportunities to attract them. Employees become greedy for money and position
and thus look forward to changing the present job and join the competitors. No
amount of counselling helps in such cases and retaining employees becomes a
nightmare.
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 Individuals speak all kind of lies during interviews to get a job. They might not
be proficient in branding but would simply say a yes to impress the recruiter and
grab the job. It is only later do people realize that there has been a mismatch and
thus look for a change. Problems arise whenever a right person is into a wrong
profile. An individual loses interest in work whenever he does something out of
compulsion.
 Some individuals have a tendency to get bored in a short span of time. They
might find a job really interesting in the beginning but soon find it monotonous and
look for a change. The management finds it difficult to convince the employees in
such cases. It becomes really difficult for the HR Department to find out what
exactly is going on in the minds of the individual. An individual should voice his
opinions clearly to make things easier for the management.
 Unrealistic expectations from the job also lead to employees looking for a
change. There is actually no solution to unrealistic expectations. An individual
must be mature enough to understand that one can’t get all the comforts at the
workplace just like his home. Individuals from different backgrounds come
together in an organization and minor misunderstandings might arise but one
should not make an issue out of it. An individual must not look for a change due to
small issues. One needs time to make his presence feel at the organization and must
try his level best to stick to it for a good amount of time and ignore petty issues.
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SCOPE OFTHE
STUDY
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1.3 SCOPE OF THE STUDY
 This project has been prepared with an intention to study the factors influencing
employee retention.
 This study was conducted in ISS FACILITY SERVICES INDIA PRIVATE

LIMITED, the respondents were the employees of ISS facility services only
 Hence the findings are applicable to that organization only. No generalization of

findings can be made to other organization.
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NEED OF THE
STUDY
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1.4 NEED FOR THE STUDY
Employee retention is a systematic effort taken by an employer to retain the effective

work force in the organization. There are various factors leading to labour turnover. If
an employee leaves the organization more time will be spent in training the new
employee. The organization has the need to invest on the new employees. Thus the
above factor leads to declination of the productivity in the organization, so in order to
avoid these problems it is essential to retain the current employees and make them to
satisfy with their jobs.
Sourcing, hiring and retaining motivated employees is the responsibility of a

governing board and leadership team. Getting and keeping good staff demands
focused, formal and informal policies and procedures that make retention a prime
management.
Managers need to appreciate staff every day and constantly work to keep them on
board. The HR department alone cannot reduce turnover. For significant, positive
change, company leaders must establish distinct retention processes and programs
within all levels of an organisation. After finding the right people, it is management’s
primary role to take responsibility for the successful of their employees including
leading people towards performance goals and targets. This promotes the researchers
to take-up the title “A study on factors influencing employee retention at ISS Facility
Services India private limited, Chennai.”
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LIMITATION
OF
THE
STUDY
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1.5 LIMITATION OF THE STUDY
 The study was centered only to the ISS FACILITY SERVICES INDIA PRIVATE
LIMITED, CHENNAI.
 Respondents were reluctant to reveal certain personal information.
 The sample size is restricted to 100 employees
 The duration of the study was limited and hence elaborate and comprehensive project
survey was not undertaken.
 The respondents were based to reveal their opinion accurately.
 The present study may not reveal the same results in the future
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REVIEW OF
LITERATURE
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1.6REVIEW OF LITERATURE
Employee Retention:
Employee retention matters as organizational issues such as training time and
investment; lost knowledge; insecure employees and a costly candidate search are
involved. Hence failing to retain a key employee is a costly proposition for an
organization. Various estimates suggest that losing a middle manager in most
organizations costs up to five times of his salary.
Employees retaining is the most imperative target for the organization because hiring
of qualified candidate is essential for organization but their retention is more
important than hiring, because a huge amount is spending on the orientation and
training of the new indicated employees. Research finds that the cost of replacing of
old employees with new is estimated up to twice the employee annual salary. When
employee leaves the job, organization lost not only employee, but also lost the
customers & client who were loyal with the employee, knowledge of production,
current projects, competitor and past history of the organization.
Organizations make enormous efforts to attract handfuls of employees and sustain

them in the organization. In today’s business scenario only high salary and
designation is not significant for employees to retain them in the organization, but
others factors also play important role in their retention. The intent of this research is
to how the organizations retain the talented employees in the organization focusing on
the factors i.e. career development, leave policy, leadership style, work environment,
remuneration & rewards, organization justice, and performance appraisal, and this
research also helpful to know the determent that why employees leave the
organization.
Intelligent employers always realise the importance of retaining the best talent.
Retaining talent has never been so important in the Indian scenario; however, things
have changed in recent years. In prominent Indian metros at least, there is no dearth of
opportunities for the best in the business, or even for the second or the third best.
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Retention of key employees and treating attrition troubles has never been so important
to companies.
Employee retention matters, as, organisational issues such as training time and
investment, costly candidate search etc., are involved. Hence, failing to retain a key
employee is a costly proposition for any organisation. Various estimates suggest that
losing a middle manager in most organisations, translates to a loss of up to five times
his salary.
“Employee Retention Strategies helps organizations provide effective employee
communication to improve commitment and enhance workforce support for key
corporate initiatives”
(KEEPING EMPLOYEE)KEI’sEMPLOYEE RETENTION WHEEL
The first step to improving your employee retention is to understand why employees
stay with their current employer. Many "experts" dwell on the reasons employees
leave, which is not as important or revealing as the reasons they stay. Companies have
tried many different programs and perks to hold onto good employees. However,
studies show that these efforts are not enough to retain good employees when the
support that is needed to achieve job success is not adequate.
Don't Waste Your Money on Things That Don't Make a Difference...Among the
countless inducements offered; only those identified in the centre of KEI's Employee
Retention Wheel™ are truly what give employees a consistent reason for saying "no
thank you" when tempted with a "sweeter offer." After years of study and experience,
Kei’s has determined, and presented in the Retention Wheel, what factors do have the
greatest impact on keeping employees.
Kei’s has used this information to give employers the tools to meet the core needs that
keep employees successful at their jobs, thus reducing the high costs associated with
unwanted employee turnover.
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Using the Wheel to Improve Employee Retention:KEI's Employee Retention
Strategy is based upon two primary beliefs:
(1) It is difficult for employers to retain good employees if they don't have a
process to hire the right people in the first place.
(2) Retention processes must directly support the reasons that successful,
satisfied employees stay.
KEI's concentration on the centre of the Employee Retention Wheel provides
employers with Internet-based tools that give employees systematic, on-going support
to be successful in their work and satisfied with their employment.
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The Centre of KEI's Employee Retention Wheel: EIGHT FACTORS
Definition of successful: my job is helping me to grow personally, professionally and
financially.
Definition of satisfied: my employer is providing what I need to perform my job
successfully.
These eight central processes of the Employee Retention Wheel are the factors that
are most critical to an employee's job performance success.
ATTITUDE FOR EMPLOYING

A process to clearly define the way supervisors are expected to interact with
employees; a process to give employees a way to express what is most
important to achieve job success; and a process to give employers a way to
demonstrate "Employing Values" through employment policies
FINDING CANDIDATES
A process that gives employers a comprehensive way to communicate to job
seekers what it takes to achieve short-term and long-term job success, and to
attract the candidates who fit this criteria.
SORTING APPLICANTS
A process that gives employers a way to confirm whether the attitudes and
behaviours of job seekers are a match for their work environment.
CHOOSING EMPLOYEES
A process that gives employers a way to define the specific interview
questions that prove job seeker abilities to successfully perform the target
skills; and a process that gives employers a way to verify the accuracy of
resume/application data and interview responses.
10 WAYS TO RETAIN YOUR EMPLOYEE:
How do you get your employees to "fall in Love" with your organization? This is a
great question. Some recently conducted research lists these Top Ten Strategies
1. Treat your employees like you treat your most valuable clients.
It is cheaper to keep your good employees than it is to hire and train new ones.
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Your top 20-25% should be courted as you would court and then service your
top customers.
2. Get your employees to "fall in Love" with your organization.
Communicate your vision in a compelling way. Show everyone the role they
have to contribute to this vision. Create opportunities for people to connect
with each other for support and to improve communication in work teams.
i. Capture the Hearts of your workforce with: Compelling
vision/Balance/Celebration-Fun
ii. Open Communication: Internal listening is a priority, multiple lines
of communication (various channels.) This is essential for
managing change in a positive way with less, anger, resistance, and
fear.
Create partnerships: Squash status barriers/Open the books/pay for
performance (not titles), share the "bad" times the "good" times.
iii. Drive Learning: "Guarantee Employability," Encourage Life Long
Learning (Train outside of job description). Loyalty comes from
trusting your employees to develop their skills for the good of the
company and for their needs for personal growth and satisfaction.
3. Strong retention strategies become strong recruiting advantages.
4. Retention is much more effective when you put the right person into the
right job. Know the job! Know the employee and their motivations.
Half of the Fortune 500 companies are now using assessments to more fully
understand each job and the soft skills that are required for top production
within their specific company culture. These benchmarked skills are then
compared against qualified applicants to help determine who will be
successful in the position and fit well within their company's culture. These
assessments are also used as a powerful professional development tool to
enhance the training of continuous life-long learning (which is another
powerful retention strategy.) Advanced Fibre Communication is beginning to
use this assessment process in hiring.
5. Money is important but it is not the only reason people stay with an
organization. If your compensation plan is in the top 20-30% of your
industry, then money will often not be the reason why people leave.
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6. Employee committees to help develop retention strategies are a very
effective strategy. Get their input! Ask, what do people like about working
here? What would you like changed to make your company a better place to
work?
Some companies, such as Advance Fiber Communication (AFC), have
recognized that the special engineers and technical experts that are the
cornerstones of their business require special attention. Victoria Perrault, VP
of Administrative Services for AFC, says that her company has identified the
top 25% of their staff and caters to these special people by meeting their
financial requirements and looking for the best package of benefits that these
people will find most positive as incentives to stay. They even have employee
committees that work as "focus groups" to determine why people stay at AFC
and what they might want to see changed to make AFC an even better place to
work.
7. Leadership must be deeply invested in retention. Management must be
skillful communicating company policies in a way that creates "buy-in" from
their staff and be open to employee input. Help create "ownership" in your
employees.
The companies with the best retention percentages are the same companies
that are actively committed to retention. They know that is costs less to keep
good people than to continuously have to replace unsatisfied employees and
managers.
8. Recognition, in various forms, is a powerful retention strategy.
It does not have to cost a lot. US Dept. of Labour - 46% of people leave their
jobs because they feel unappreciated.
9. Remember, the "Fun Factor" is very important to many employees.
Greg Peters, Past President and CEO of Mahi Networks in Petaluma, is one of
many executives who reported that retention is often related to interpersonal
connections and amount of FUN in work teams. The FUN Factor is part of the
generation of workers that use activities as stress management in highly
charged production environments where long hours are required. Greg has
encouraged Ping-Pong tournaments and basketball leagues for interpersonal
interaction, fun, and stress management. Though not everyone can participate
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in physical activities, this sets the tone in a culture based on competition,
health/well-being, and interactions that are inclusive beyond work.
10. Know the trends in benefit packages. Do your best to offer the ones your
employees need: Consider offering the best of the rest.
The above are the best strategies a company can adopt to maintain its employee
retention rate.
b. Research survey:
General human capital and employee mobility by Manchester , colleen Flaherty

published in industrial &labor relation review on October 2012 studies the effect of
tuition re imbursement on retention in to two channels, sorting and participation using
data from an employer that implemented a tuition reimbursement program. The
finding of the study is that just 20% of the turnover reduction from the case study
program comes from participation. The study also estimates that remaining 80% of
retention stems from sorting of workers in to firms that have a tution reimbursement
program relative to those that do not.
Attrition issues and retention challenges to employees by Samson &Sarita. M

published in Asia pacific journal of research in business management on July 2013.
Finds out that employee attrition is on the rise causing the biggest challenge to the HR
fraternity. This study finds out that loyalty is no longer the dominant paradigm of the
employee/ employer relationships. Acquiring skilled workforce is not just enough in
today’s changing economy , instead lots need to be done to retain them losing
knowledge & trained employees can cause serious damage to the company’s progress
& performance in the market.
Employee retention strategies: IT industry by James,Leena, Mathew, and Lissa

published in SCMS journal of Indian management on July 2012. The main objective
of the study is that it is an attempt to understand the impact of retention strategies on
employee turnover in IT sector in India. Bangalore being the IT hub of India was
chosen to be the location of study. The finding of the study is that employees are the
assets of any organization. No organization can lose its star performers. It is a
challenge to HR managers to identify the right retention strategies which their
employees perceive to be effective. It is also stated that every employee’s perception
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varies. Secondary data source reveals that proper communication is necessary to
generate a conductive environment.
Employee retention strategies & practices: An empirical study from India

perspective by Sahoo, Debajani published in Asia pacific journal of research in
business management on august 2011studies the reasons behind an employee refrain
from the organization & to make arrangements for them not to leave the organization.
This study finds out using chi-square calculations that there is no significant
relationship between the salary of the respondents and their job satisfaction, marital
status & working environment whereas there is significant relation between age and
salary of respondents. It also suggests that before implementing solutions to improve
retention, managers need to determine which factors drive retention in their
organization.
Martin (2003) looked at the Effect of unions on labour turnover and found clear
evidence that unionism is associated with lower turnover. He suggested that lower
turnover is a result of the ability of unions to secure better working conditions thus
increasing the attractiveness for workers of staying in their current job. According to
martin, relationships between lower turnover and unionization have been well
established by researchers using both industry level and individual data.
In the study Impact of work related attitudes on turnover intention by

Archanashukla in Indian journal of industrial relations on July 2013 studies the
relationship between various work related attitudes and turn over intention of
employees. The study finds out the job satisfaction, job involvement, and
organizational commitment are significantly associated with turnover of employees.
Work related attitude differ in different contexts and thus have varying effect on
turnover rate.
A study by Kirshenbaum and Weisberg in 2002 of 477 employees in 15 firms

examined Employees’ job destination choices as part of the turnover process. One
of their main findings was that co-workers intentions have a major significant impact
on all destination options – the more positive the perception of their co-workers desire
to leave, the more employees themselves want to leave. The researchers suggest that a
feeling about co-workers’ intentions to change jobs or workplace acts as a form of
social pressure or justification on the employee to make a move.
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OBJECTIVES
OF
THE
STUDY
33
1.7 OBJECTIVES OF THE STUDY
Primary objective:
 To make an in-depth study on factors influencing employee retention at ISS Facility

Services India private ltd.
Secondary objective:
 To understand the needs of employees who wants to quit the job.
 To study the satisfaction level of employees with respect to salary, increments,

incentives and allowances provided by the organization.
 To find out the level of satisfaction with welfare measures and counseling facilities
provided to them.
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RESEARCH
METHODOLOGY
35
1.8 RESEARCH METHODOLOGY
Research is the process of systematic and in-depth study or search for any particular
topic, subject or area of investigation, backed by collection, compilation, presentation
and interpretation of relevant details or data. Research methodology is a way to
systematically solve the research problem.
RESEARCH DESIGN
Descriptive research design: It includes surveys and fact finding enquires of

different kinds. It simply describes something such as a demographic of employees. It
deals with description of the state of offers as it is and the researchers have no
influence on the respondents.
SOURCES OF DATA COLLECTION

 Primary data
 Secondary data
PRIMARY DATA
Primary data has been collected through a structured questionnaire consisting of

closed ended multiple choice questions.
SECONDARY DATA
The secondary data was collected from company records, various

books and from internet.
SAMPLING METHOD
The sampling method adopted for the study is non-random convenience

sampling.
SAMPLE SIZE
The sample size is selected for the study is 100 employees.
36
DATA COLLECTION INSTRUMENT
A structured questionnaire with closed ended questions having totally

27questions was used to get objective answers from the respondents.
DATA COLLECTION METHOD
A structured questionnaire with closed ended questions was circulated to 100

respondents and their responses were collected.
PERIOD OF STUDY
One month, from February 17 to March 20
STATISTICAL TOOLS
1. PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio on making comparison two or more data
and to describe relationship. Percentage can be used to compare relative items, the
distribution of two or more series of data.
FORMULA:
Number of respondents
 Percentage of respondent = ------------------------------------ x 100
Total respondents
37
1.9 CHAPTER PLAN
Chapter 1
The study was started with the base of introduction about the topic for research
followed by objectives of the study, scope of the study, need of the study, limitation
of study, review of literature, research survey, research methodology & research
design, appropriateness of the survey method and statistical of the tool.
Chapter 2
The chapter explains in details about the company profile, its vision and mission.
Chapter 3
This chapter deals with data analysis and interpretation.
Chapter 4
The chapter includes summary of findings, suggestions and conclusion.
Chapter 5
The data is collected through the questionnaire is analysed and interpreted.
38
CHAPTER-2
39
PROFILE
OF
THE
COMPANY
40
2.1 COMPANY PROFILE
INTRODUCTION:
The ISS Group was founded in Copenhagen in 1901 and has grown to become
one of the world’s leading Facility Services companies. ISS offers a wide range of
services such as: Cleaning, Catering, Security, Property and Support Services as well
as facility management.
Global revenue amounted to DKK 78.5 billion in 2013 and ISS has more than
520,000 employees and local operations in more than 50 countries across Europe,
Asia, North America, Latin America and Pacific, serving thousands of both public
and private sector customers.
FACILITY SERVICES:
A value adding solution:
Through the coordination of multiple work streams, people management processes

and integrated delivery systems, ISS Facility Management adds value to the
customer’s organisation, allowing increased focus on core competences by unleashing
the potential of outsourcing.
What we do:
Different businesses have different needs – and this principle naturally also
applies to facility management (FM). Some businesses want to outsource the entire
range of facility services, whilst others have a smaller outsourcing need.
Benefit from partnering with ISS:
The ISS approach facility management combines all the customer’s services
into an integrated solution. By bundling services we are able to reduce overheads and
allocate resources more efficiently
41
For example, combining site-based services with periodical off-site deliveries for
optimising efficiency e.g. energy management or ad-hoc services such as event-
catering, planned maintenance or security installations. The synergy comes from our
ability to integrate services and optimize delivery systems.
The ability to integrate and self-deliver services is the key to providing cost-
effective workflows and high-quality service. For the customer, this creates cost
efficiency within the organisation and complies with the Service Level Agreement
according to the customer’s demands. The ISS approach to FM is through an
integrated model where services are delivered through a seamless integration of
people, processes and systems.
For international contracts we combine this with our cross-border management

structure to allow service optimisation and benchmarking. Partnering with ISS means
consolidating subcontractors to a with one service provider for all services rendered.
42
CATERING SERVICES:
Food plays a crucial part in our lives. With our expertise and experience we know
how much healthy, fresh and tasty food can influence work performance. Bearing that
in mind, our competent chefs and in-house specialists take pride in creating
nutritionally balanced and innovative menus.
This is our way of giving the customer the best ingredients for a well-functioning
and healthy workforce.
What we do:
In collaboration with our customers we work closely to understand their precise

needs. Working within the ethnic and cultural environment, we tailor a flexible and
transparent solution that enables customers to scale services to meet ever changing
needs.
43
CLEANING SERVICES:
Cleaning means different things to different people and different organisations.

Common to all, however, is the need for clean and inviting internal surroundings that
provide a healthy and effective working environment.
Our approach is based on processes, methods, and skilled employees. This is how
we ensure that the customer receives a detailed, professional, and consistent level of
quality in the services delivered.
What we do:
In collaboration with the customer we work closely to understand precisely what

is needed and provide a professional, transparent and tailored cleaning solution.
Encompassing a range of service solutions enables the customer to scale their

services to meet their ever changing needs.
44
Across the globe our services offer excellence founded on specialist knowledge and
expertise, documented processes and the ability to establish and share best practices
across national boundaries and continents.
From the customer’s point of view, by harnessing synergies between services we

create cost efficiency within the organisation, complying with the Service Level
Agreement according to the customer’s demands.
With our vast global operational experience and ability to serve several different
segments, ISS is clearly a unique and distinguishable company.
SUPPORT SERVICES:
Removing the burden:
Reception and mail-room management are examples of basic everyday

activities within an organisation that are essential for creating an efficient business.
When support services are outsourced to ISS, we remove the administrative burden to
the customer by providing skilled employees who deliver a rigorous level of
accountability and reliable task performance.
What we do:
We deliver a wide range of support services which can be combined in

numerous ways according to the customer’s needs. Creating a flexible, transparent
and tailor-made solution in close dialogue with the customer, based essentially on
standard procedures and modules, enables the customer to scale services to meet
changing needs. By providing the customer with a progressive and broad overview of
support services we give the customer complete insight into costs.
45
From the customer’s point of view, by harnessing synergies between services
we create cost efficiency within the organization, complying with the Service Level
Agreement according to the customer’s demands.
SECURITY SERVICES:
Protecting people is first priority:
Our Security Services are centred on protecting people and property, thereby
making our customers feel safe. Through management commitment, quality control,
planning and training we ensure that we live up to our customers’ expectations. ISS
provides a reliable, professional, 24-hour security service with a human touch.
What we do:
We have over a century of experience and operate in more than 36 countries

worldwide. We offer a variety of security services encompassing one-site, multi-site
and multi-country solutions.
46
Our objective is to deter and detect potential wrongdoing in the environments
that we have been charged with protecting. Working together with the customer we
provide a consistent, reliable and high-quality end-to-end security solution. We ensure
that the customer has all bases covered and the necessary safety measures
implemented to mitigate risk.
PROPERTY SERVICES:
Securing property value:
Welcoming and well-maintained buildings and surroundings are important elements

in a property’s value. Owning a building is a question of deciding a time horizon for
the investment to prevent deterioration, breakdowns or damage. Partnering with ISS
provides insurance for securing and increasing our customer’s property value
whatever the investment horizon.
What we do:
Our services can be combined in numerous ways either as selected services or as a

complete solution focused on resource optimization, efficiency and systematic
planning.
47
We create a flexible, transparent and tailor-made solution in close dialogue with the
customer, which allows the customer to scale services to meet changing needs. We act
as advisor, consultant and coach to enable continuous improvements, and we provide
our customer with a progressive and broad overview of preventive maintenance
services. Our objective is to prolong the value of the property by optimizing the
servicing of the facilities.
48
CHAPTER-3
49
DATA ANALYSIS
AND
INTERPERTATION
50
TABLE: 3.1
AGE OF THE EMPLOYEES
S.NO RESPONSE NO OF RESPONDENTS PERCENTAGE
1. Below 25 years 28 28%
2. 26-30 years 36 36%
3. 31-40 years 24 24%
4. 41 and above 12 12%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 28%of the respondents are below 25 years
of age, 36% of the respondents are 26-30 years of age, 24% of the respondents are 31-
40 years of age, 12% of the respondents are 41 and above.
51
CHART: 3.1.1
AGE OF THE EMPLOYEES
40% 36%
35%
28%
30%
25% 24%
20%
15%
10%
12%
5%
0%
Below 25 years
26-30
31-40
41 and above
52
TABLE: 3.2
GENDER OF THE EMPLOYEES

1. Male 72 72%
2. Female 28 28%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 72% of the respondents are male and 28%
of the respondents are female.
53
CHART: 3.2.1
GENDER OF THE EMPLOYEES
28%
Male
72% Female
54
TABLE: 3.3
QUALIFICATION OF THE EMPLOYEES

1. Up to secondary 4 4%
2. Diploma 6 6%
3. Degree 26 26%
4. Post graduate and 64 64%
others
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 4% of the respondents have studied up to
secondary, 6% of the respondents are diploma holders, 26% of the respondents are
degree holders and 64% of the respondents are post graduates and others.
55
CHART: 3.3.1
QUALIFICATION OF THE EMPLOYEES
4% 6%
26% Up to secondary
Diploma
64%
Degree
Post graduate and others
56
TABLE: 3.4
MARITAL STATUS OF THE EMPLOYEES

1. Single 44 44%
2. Married 52 52%
3. Separated/Widowed 4 4%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 44% of the respondents are single, 52% of
the respondents are married and 4% of the respondents are separated/widowed.
57
CHART: 3.4.1
MARITAL STATUS OF THE EMPLOYEES
52%
44%
4%
Single
Married
Separated/Widowed
58
TABLE: 3.5
EXPERIENCE OF THE EMPLOYEES

1. Below 5 years 60 60%
2. 6-10 years 24 24%
3. 11-15 years 12 12%
4. 16 and above 4 4%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 60% of the respondents are below 5 years of
experience ,24% of the respondents are 6-10 years, 12% of the respondents are 11-15
years and 4% of the respondents are 16 and above.
59
CHART: 3.5.1
EXPERIENCE OF THE EMPLOYEES
70% 60%
60%
50%
40%
30% 24%
20%
10% 12%
0%
4%
Below 5 years
6-10 years
11-15 years
16 and above
60
TABLE: 3.6
INCOME OF THE EMPLOYEES

1. Below 15000 52 52%
2. 15000-30000 36 36%
3. 30000-50000 8 8%
4. 50000 and above 4 4%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 52% of the respondents earn below 15000,
36% of the respondents earn between 15000-30000, 8% of the respondents earn
between 30000-50000 and 4% of the respondents earn 50000 and above.
61
CHART: 3.6.1
INCOME OF THE EMPLOYEES
60%
52%
50%
40% 36%
30%
20%
8%
10%
4%
0%
Below 15000 15000-30000 30000-50000 50000 and above
62
TABLE: 3.7
SALARY PACKAGE OF THE EMPLOYEES

1. Highly satisfied 8 8%
2. Satisfied 48 48%
3. Dissatisfied 40 40%
4. Highly dissatisfied 4 4%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 8% of the respondents are highly satisfied
of salary package, 48% of the respondents are satisfied, 40% of the respondents are
dissatisfied, and 4% of the respondents are highly dissatisfied.
63
CHART: 3.7.1
SALARY PACKAGE OF THE EMPLOYEES
Highly dissatisfied 4%
Dissatisfied 40%
Satisfied 48%
Highly satisfied 8%
0% 10% 20% 30% 40% 50% 60%
64
TABLE: 3.8
JOB ROTATION TECHNIQUE PRACTICED BY THE

EMPLOYEES

1. Yes 52 52%
2. No 48 48%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 52% of the respondents said yes that they
practice job rotation technique and 48% of the respondents said no that they do not
practice job rotation technique.
65
CHART: 3.8.1
JOB ROTATION TECHNIQUE PRACTICED BY THE

EMPLOYEES
52%
51%
50%
52%
49%
48%
48%
47%
46%
Yes No
66
TABLE: 3.9
JOB ROTATION TECHNIQUE HELPS IN BREAKING

MONOTONY AND LEARNING NEW SKILLS

1. Strongly agree 12 12%
2. Agree 56 56%
3. Disagree 24 24%
4. Strongly disagree 8 8%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 12% of the respondents are strongly agree
of job rotation technique helps in breaking monotony and learning new skills, 56% of
the respondents agree, 24% of the respondents disagree and 8% of the respondents
strongly disagree.
67
CHART: 3.9.1
JOB ROTATION TECHNIQUE HELPS IN BREAKING

60% 56%
50%
40%
30%
24%
20% 12%
10%
0% 8%
Strongly agree
Agree
Disagree
Strongly
disagree
68
TABLE: 3.10
JOB ROTATION TECHNIQUE DO NOT HELP IN BREAKING


1. Strongly agree 20 20%
2. Agree 64 64%
3. Disagree 12 12%
4. Strongly disagree 4 4%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 20% of the respondents are strongly agree
of job rotation technique do not help in breaking monotony and learning new skills,
64% of the respondents agree, 12% of the respondents disagree and 4% of the
respondents strongly disagree.
69
CHART: 3.10.1
JOB ROTATION TECHNIQUE DO NOT HELP IN BREAKING

4%
12% 20%
Strongly agree
Agree
Disagree
Strongly disagree
64%
70
TABLE: 3.11
FACTORS MOTIVATING TO CONTINUE WITH THIS JOB

1. Salary 15 15%
2. Nature of job 12 12%
3. Reputation of the 10 10%
organization
4. Work environment 25 25%
5. Growth prospects 38 38%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 15% of the respondents are motivated
because of the salary, 12% of the respondents are motivated for nature of job, 10% of
the respondents are motivated for reputation of the organization, 25% of the
respondents are work environment and 38% of the respondents are motivated for
growth prospects.
71
CHART: 3.11.1
FACTORS MOTIVATING TO CONTINUE WITH THIS JOB
40% 38%
35%
30%
25%
25%
20%
15%
15%
12%
10%
10%
5%
0%
Salary Nature of job Reputation of Work Growth
the environment prospects
organization
72
TABLE: 3.12
EMPLOYEES RELATIONSHIP WITH THE MANAGEMENT

2. Satisfied 48 48%
TOTAL 100 100%
INFERENCE:
with the managerial relationship, 48% of the respondents are satisfied, 12% of the
respondents are dissatisfied and 4% of the respondents are highly dissatisfied.
73
CHART: 3.12.1
EMPLOYEES RELATIONSHIP WITH THE MANAGEMENT
Dissatisfied 12%
Satisfied 48%
Highly satisfied 36%
0% 10% 20% 30% 40% 50%
74
TABLE: 3.13
PROMOTION OPPORTUNITIES FOR THE EMPLOYEES
2. Satisfied 64 64%
TOTAL 100 100%
INFERENCE:
with the promotion opportunities, 64% of the respondents are satisfied, 16% of the
75
CHART: 3.13.1
PROMOTION OPPORTUNITIES FOR THE EMPLOYEES
12% 64% 16% 8%
Highly Satisfied Dissatisfied Highly

satisfied satisfied
76
TABLE: 3.14
REWARD PLANS FOR THE EMPLOYEES
2. Satisfied 17 17%
3. Neutral 35 35%
TOTAL 100 100%
INFERENCE:
with the reward plans, 17% of the respondents are satisfied, 35% of the respondents
are neutral, 12% of the respondents are dissatisfied and 20% of the respondents are
highly dissatisfied.
77
CHART: 3.14.1
REWARD PLANS FOR THE EMPLOYEES
35%
35%
30%
25%
20%
20%
17%
16%
15%
12%
10%
5%
0%
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied
78
TABLE: 3.15
JOB SECURITY OF THE EMPLOYEES

2. Satisfied 40 40%
3. Neutral 20 20%
TOTAL 100 100%
INFERENCE:
with the job security for the employees, 40% of the respondents are satisfied, 20% of
the respondents are neutral, 12% of the respondents are dissatisfied and 18% of the
respondents are highly dissatisfied.
79
CHART: 3.15.1
JOB SECURITY OF THE EMPLOYEES
40%
40%
35%
30%
25%
20%
20% 18%
15% 12%
10%
10%
5%
0%
Highly Satisfied Neutral Dissatisfied Highly
80
TABLE: 3.16
ASPECTS TO BE IMPROVED IN THE ORGANIZATION
1. Compensation package 20 20%
2. Team management 24 24%
3. Career planning and 48 48%

growth
4. Others (please specify) 8 8%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that aspects to be improved in the organization
are 20% of the respondents with compensation package, 24% of the respondents are
team management, 48% of the respondents are career planning and growth, and 8% of
the respondents are others.
81
CHART: 3.16.1
ASPECTS TO BE IMPROVED IN THE ORGANIZATION
50% 48%
40%
30%
20% 24%
20%
10%
8%
0%
Compensation
package Team
management Career
planning and Others (please
growth specify)
82
TABLE: 3.17
TRAINING PROGRAMMES CONDUCTED IN THE

ORGANIZATION

1. Yes 76 76%
2. No 24 24%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 76% of the respondents said yes that the
training programmes are conducted in the organization and 24% of the respondents
said no training programmes are conducted.
83
CHART: 3.17.1
TRAINING PROGRAMMES CONDUCTED IN THE

ORGANIZATION
24%
Yes
No
76%
84
TABLE: 3.18
EMPLOYEES RATING THE TRAINING PROGRAMME:
FREQUENCY OF TRAINING PROGRAM

2. Satisfied 35 35%
TOTAL 100 100%
INFERENCE:
with the frequency of the training program, 35% of the respondents are satisfied, 24%
of the respondents are dissatisfied and 15% of the respondents are highly dissatisfied.
85
CHART: 3.18.1
FREQUENCY OF TRAINING PROGRAM
35%
30%
25%
20% 35%
26%
24%
15%
15%
10%
5%
0%
Highly Satisfied Dissatisfied Highly
86
TABLE: 3.19
CONTENT OF TRAINING PROGRAM

2. Satisfied 14 14%
TOTAL 100 100%
INFERENCE:
with the content of training program, 14% of the respondents are satisfied, 21% of the
87
CHART: 3.19.1
CONTENT OF TRAINING PROGRAM
7%
21%
Highly satisfied
Satisfied
Dissatisfied
58% Highly dissatisfied
14%
88
TABLE: 3.20
LEARNING FROM THE PROGRAM

2. Satisfied 47 47%
TOTAL 100 100%
INFERENCE:
with the learning from the program, 47% of the respondents are satisfied, 29% of the
respondents are dissatisfied and 6% of the respondents are dissatisfied.
89
CHART: 3.20.1
LEARNING FROM THE PROGRAM
50% 47%
40%
30% 29%
18%
20%
10%
0% 6%
Highly
satisfied Satisfied
Dissatisfied
Highly
dissatisfied
90
TABLE: 3.21
QUALITY OF THE TRAINERS

2. Satisfied 28 28%
TOTAL 100 100%
INFERENCE:
with the quality of the trainers, 28% of the respondents are satisfied, 26% of the
91
CHART: 3.21.1
QUALITY OF THE TRAINERS
9%
37%
Highly satisfied
26%
Satisfied
Dissatisfied
Highly dissatisfied
28%
92
TABLE: 3.22
EMPLOYEES SATISFACTION WITH THE WORKING HOURS

2. Satisfied 50 50%
3. Neutral 8 8%
TOTAL 100 100%
INFERENCE:
with the employees satisfaction with their working hours, 50% of the respondents are
satisfied, 8% of the respondents are neutral, 10% of the respondents are dissatisfied
and 14% of the respondents are highly dissatisfied.
93
CHART: 3.22.1
EMPLOYEES SATISFACTION WITH THE WORKING HOURS
Dissatisfied 10%
8%
Neutral
50%
Satisfied
Highly satisfied 18%
0% 10% 20% 30% 40% 50%
94
TABLE: 3.23
NON-MONETARY FACILITIES ARE PROVIDED TO THE

EMPLOYEES

1. Cafeteria/canteen 64 64%
2. Transport 16 16%
3. Creche 12 12%
4. Counselling 8 8%
services
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that non-monetary facilities provided to the
employees with 64% of the respondents are cafeteria/canteen facilities, 16% of the
respondents are transport facilities, 12% of the respondents are creche facilities, and
8% of the respondents are counselling services.
95
CHART: 3.23.1
NON-MONETARY FACILITIES ARE PROVIDED TO THE

EMPLOYEES
8%
12%
Cafeteria/canteen
16% Transport
64%
Creche
Counselling services
96
TABLE: 3.24
SOURCES WHICH GAVE IDEA ABOUT THE

ORGANIZATION

1. Referral 55 55%
2. Advertisement 10 10%
3. Walk in 15 15%
4. Job portal 20 20%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 55% of the respondents are referral by
sources which gave idea about the organization, 10% of the respondents are
advertisement, 15% of the respondents are walk in, and 20% of the respondents are
job portal.
97
CHART: 3.24.1
SOURCES WHICH GAVE IDEA ABOUT THE ORGANIZATION
60% 55%
50%
40%
30%
20%
10% 15% 20%
10%
0%
98
TABLE: 3.25
EMPLOYEES OPINION REGARDING WORK LOAD

1. Very high 32 32%
2. High 48 48%
3. Low 8 8%
4. Very low 12 12%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that 32% of the respondents are very high with
regarding their work load, 48% of the respondents are high, 8% of the respondents are
low, and 12% of the respondents are very low.
99
CHART: 3.25.1
EMPLOYEES OPINION REGARDING WORK LOAD
50% 48%
40%
32%
30%
20%
10%
8% 12%
0%
Very high
High
Low
Very low
100
TABLE: 3.26
STATUTORY AND NON-STATUTORY BENEFITS OF

EMPLOYEES SATISFACTION

2. Satisfied 40 40%
3. Neutral 15 15%
TOTAL 100 100%
INFERENCE:
with the statutory and non-statutory benefits, 40% of the respondents are satisfied,
15% of the respondents are neutral, 21% of the respondents are dissatisfied and 5% of
the respondents are highly dissatisfied.
101
CHART: 3.26.1
STATUTORY AND NON-STATUTORY BENEFITS OF

EMPLOYEES SATISFACTION
40%
40%
35%
30%
25% 19%
20%
21%
15%
15%
10%
5% 5%
0%
Highly
satisfied Satisfied
Neutral
Dissatisfied
Highly
dissatisfied
102
TABLE: 3.27
EMPLOYEES OPINION IN THE ORGANIZATIONAL POLICIES

AND PROCEDURES

1. Always 36 36%
2. Sometimes 40 40%
3. Rare 13 13%
4. Never 11 11%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that employees opinion in the organizational
policies and procedures with 36% of the respondents are always, 40% of the
respondents are sometimes, 13% of the respondents are rare, and 11% of the
respondents are never.
103
CHART: 3.27.1
EMPLOYEES OPINION IN THE ORGANIZATIONAL POLICIES

AND PROCEDURES
Never 11%
Rare 13%
Sometimes 40%
Always 36%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
104
TABLE: 3.28
EMPLOYEES RECOGNITION FOR WORK

1. Yes 80 80%
2. No 20 20%
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that employees recognition for work are 80% of
the respondents said yes and 20% of the respondents said no.
105
CHART: 3.28.1
EMPLOYEES RECOGNITION FOR WORK
80%
70%
60%
50%
80%
40%
30%
20%
20%
10%
0%
Yes No
106
TABLE: 3.29
STEPS TAKEN BY THE MANAGEMENT FOR EMPLOYEE

RETENTION
S.NO RESPONSE NO OF PERCENTAGE

RESPONDENTS
1. Improving the responsibility 16 16%
2. Increase co-ordination between 32 32%

team leader and employees
3. Improve recognitions and 24 24%
rewards mechanism
4. Transparency in performance 28 28%
appraisal and other HR
procedures
TOTAL 100 100%
INFERENCE:
From the above table it is inferred that steps taken by the management for
employee retention are 16% of the respondents are improving the responsibility, 32%
of the respondents are increase co-ordination between team leader and employees,
24% of the respondents are improve recognitions and rewards mechanism, and 28%
of the respondents are transparency in performance appraisal and other HR
procedures.
107
CHART: 3.29.1
STEPS TAKEN BY THE MANAGEMENT FOR EMPLOYEE

RETENTION
35%
32%
30%
28%
25% 24%
20%
16%
15%
10%
5%
0%
Improving the Increase co- Improve Transparency in
responsibility ordination between recognitions and performance
team leader and rewards mechanism appraisal and other
employees HR procedures
108
CHAPTER-4
109
FINDINGS OF
THE STUDY
110
4.1 FINDINGS
 36% of the respondents are between 26-30 years of age.

 72% of the respondents are male in the organization.
 64% of the respondents are post graduates and other qualifications.
 52% of the respondents aremarried in the organization.
 60% of the respondents are below 5 years of experience
 52% of the respondents earn below 15000.
 48% of the respondents are satisfied with the salary package.
 52% of the respondents said yes that they practice job rotation technique.
 56% of the respondents agree with the job rotation technique which helps in breaking
monotony and learning new skills.
 64% of the respondents agree with job rotation technique which does not help in
breaking monotony and learning new skills.
 38% of the respondents are motivated to continue this job for its growth prospects.
 48% of the respondents are satisfied with the managerial relationship.
 64% of the respondents are satisfied with the promotion opportunities.
 35% of the respondents are neutral for the reward plan.
 40% of the respondents are satisfied for job security in the organization.
 48% of the respondents are career planning and growth aspects to be improved.
 76% of the respondents said yes to the training programmes are conducted in the
organization.
 35% of the respondents are satisfied with the frequency of the training program.
 58% of the respondents are highly satisfied with the content of training program.
 47% of the respondents are satisfied with the learning from the program.
 37% of the respondents are highly satisfied with the quality of the trainers in the
organization.
 50% of the respondents are satisfied with the working hours.

111
 64% of the respondents are cafeteria/canteen facilities given to employees by the
organization.
 55% of the respondents are referral by sources which gave idea about the
organization.
 48% of the respondents are high with regarding their work load in the organization.
 40% of the respondents are satisfied with statutory and non-statutory benefits in the
organization.
 40% of the respondents are sometimes between organizational policies and
procedures.
 80% of the respondents said yes between employees recognition for work.
 32% of the respondents are increase co-ordination between team leader and
employees to improve employee retention in the organization.
112
SUGGESTIONS
113
4.2 SUGGESTIONS
 It will be better for the organization to develop monetary reward plan in order to
retain the employees.
 To develop coordination among the employees the organization should provide team
based work.
 The salary package can be revised in the organization to make the employees highly
satisfied with their job.
 Job rotation technique can be effectively implemented to improve employee retention
rates.
 The organization should take better care about the working hours of the employees,
irregular working time would cause health of the employees will leads to absenteeism.
 Employees would be more glad if they get recognized for their work they do.
 Steps can be taken to avoid employee to quit the job due to peer influence.
 Through this study we come to know the employees are eager to attain training
programs in order to retain them the organization can make it more interesting and
various types can also include in it.
114
CHAPTER-5
115
CONCLUSION
116
5.1 CONCLUSION
The study reveals that the some main factors influencing employee retention is salary,
job satisfaction, work environment, peer relationship, relationship with higher
authorities. The organization can focus more on these factors and satisfy the
employees as far as possible and reduce the rate of labour turnover. Utilize the unique
and innovative solutions created by Drake to solve your retention problems.Drake
specializes in providing the best, most suitable and well qualified people and products
for your organization. Our intention is to let our services outer form beyond your
expectations, reducing your need to recruit new employees and developing work
forces that are dedicated to your organization.
Recruitment and retention alone cannot be counted on to fill all vacancies or solve all
problems. On-going work with under-represented groups, such as persons with
disabilities, youth, women (in trades), First Nations and older workers is critical to
ensure social and economic success for the territory. Immigration, provision and
dissemination of adequate labour market information and development of essential
skills and training opportunities will help ensure that all can contribute effectively to
their communities. These efforts must be coordinated through other labour market
strategies, if labour market issues are to be overcome.
The employees of ISS FACILITY SERVICES INDIA PRIVATE LIMITED can

be retained with better employee retention strategies based on the above factors.
117
BIBILOGRAPHY
118
BIBILOGRAPHY
References
Books and Journals
 C.B.Gupta, 1995, Human Resource Management.
 L.M.Prasad, 1990, Human Resource Management.
 P.C.Thirupathi, 1997, Human Resource Development.
 J.Jayasankar, 2004, Human Resource Management.
 Taylor Stephen (2002), the Employee Retention Handbook, the Cromwell Press.
 Dibble S, (1999), Keeping Your Valuable Employees- Retention Strategies for your
Organization’s most Important Resources, John Wiley & Sons Publications.
Websites
 www.google.com
 www.employeeretentionstrategies.com
 www.shodhganga.com
 www.indianresearchjournals.com
 www.citehr.com
 www.scribd.com
 www.slideshare.com
119
ANNEXURES
120
A STUDY ON FACTORS INFLUENCING EMPLOYEE
RETENTION
QUESTIONNAIRE
1. Name:
2. Age:
 Below 25 years
 26 to 30 years
 31 to 40 years
 41 and above
3. Gender:
 Male
 Female
4. Qualification:
 Up to secondary
 Diploma
 Degree
 Post graduate and others
5. Marital status:
 Single
 Married
 Separated/widowed
6. Experience:
 Below 5 years
 6 to 10 years
 11 to 15 years
 16 and above
121
7. Income:
 Below 15,000
 15,000 to 30,000
 30,000 to 50,000
 50,000 and above
8. Are you satisfied with the salary package in the organization?

 Highly satisfied
 Satisfied
 Dissatisfied
 Highly dissatisfied
9. Is job rotation technique practiced in your organization?

 Yes
 No
10. If, yes, then do you think it helps in breaking monotony and also in learning new
skills?
 Strongly agree
 Agree
 Disagree
 Strongly disagree
11. If the answer to question no 9 is NO then do you think that the job rotation technique
of the organization can help in reducing your monotony and learning new skills?
 Strongly agree
 Agree
 Disagree
 Strongly disagree
122
12. What motivated you to continue with this job?
 Salary
 Nature of job
 Reputation of the organization
 Work environment
 Growth prospects
13. Are you satisfied with your managerial relationship?
 Satisfied
 Dissatisfied
14. How would you rate the opportunities for promotion in your organization?
 Satisfied
 Dissatisfied
15. Are you satisfied with your reward plans?
 Satisfied
 Neutral
 Dissatisfied
16. How will you rate the job security in your organization?
 Satisfied
 Neutral
 Dissatisfied
123
17. Which of the following aspects in your organization do you think can be
improved?
 Compensation package
 Team management
 Career planning and growth
 Others (Please specify)
18. Are training programmes conducted regularly in your organization?
 Yes
 No
19. How would you rate the training programme in your organization?
FACTOR Highly Satisfied Dissatisfied Highly

Satisfied Dissatisfied
Frequency of
training
program
Content of
training
program
Learning from
the program
Quality of the
trainers
20. Are you satisfied with the working hours?
 Satisfied
 Neutral
 Dissatisfied
124
21. What type of non-monetary facilities are provided by the organization?
 Cafeteria /canteen
 Transport
 Creche
 Counselling services
22. How do you came to know about the organization?
 Referral
 Advertisement
 Walk in
 Job portal
23. What is your opinion regarding work load?
 Very high
 High
 Low
 Very low
24. Are you satisfied with statutory and non-statutory benefits of the organization?
 Satisfied
 Neutral
 Dissatisfied
25. Does the manager seek your opinion when designing organizational policies and
procedures?
 Always
 Sometimes
 Rare
 Never
125
26. Are you recognized for the work you do?
 Yes
 No
27. What do you think your organization could do to improve employee retention?
 Improving the responsibility

 Increase co-ordination between team leader and employees
 Improve recognitions and rewards mechanism
 Transparency in performance appraisal and other HR procedures
126

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A STUDY ON FACTORS INFLUENCING EMPLOYEE RETENTION

AT ISS FACILITY SERVICES INDIA PVT LTD

(A Report Submitted in Partial Fulfilment of the Requirements for the Degree of

Master of Business Administration in Pondicherry University)

Enrollment No: 0213390127

MBA: Human Resource Management

Under the guidance of

Mrs. S. DIVYANSHI, MBA, M.Phil. (Mgt)

DIRECTORATE OF DISTANCE EDUCATION

This is to certify that the Project Work titled “A STUDY ON FACTORS

Place: Chennai Signature of the Guide

Date: Mrs. S. DIVYANSHI MBA, M.Phil. (Mgt)

ON FACTORS INFLUENCING EMPLOYEE RETENTION AT ISS

submitted to the Pondicherry university in partial fulfilment of requirements for the

award of Master of Business Administration in Human Resource Management is a

record of original work done by me under the supervision of Mrs.S. DIVYANSHI of

Enrollment No: 0213390127 Signature of the Student

Date: (NAZIA TABASSUM .L.A)

I wish to express my sincere gratitude to our DirectorRev.Dr.B.Johnbosco

I wish to acknowledge with thanks to CoordinatorDr.S.ArockiaBaskaran, of

I wish to express my deep gratitude to S.DIVYANSHI, PULC, Loyola

I also convey my hearty thanks to Mr.RAJAKUMAR.ASenior Manager,

I also acknowledge the involvement of those who contributed either directly or

 To understand the needs of the dis satisfied employees.

List of tables: 6-7

List of charts: 8-9

I. Introduction and design of the study:

S.NO PARTICULARS PAGE NO

1. Age of the employees 38

2. Gender of the employees 40

3. Qualification of the employees 42

4. Marital status of the employees 44

5. Experience of the employees 46

6. Income of the employees 48

7. Salary package of the employees 50

8. Job rotation technique practiced by the employees 52

9. Job rotation technique helps in breaking monotony and learning 54

11. Factors motivating to continue with this job 58

12. Employees relationship with the management 60

13. Promotion opportunities for the employees 62

14. Reward plans for the employees 64

15. Job security of the employees 66

16. Aspects to be improved in the organization 68

17. Training programmes conducted in the organization 70

18. Frequency of training program 72

19. Content of training program 74

20. Learning from the program 76

22. Employees satisfaction with the working hours 80

23. Non-monetary facilities are provided to the employees 82

24. Sources which gave idea about the organization 84

25. Employees opinion regarding work load 86

26. Statutory and non-statutory benefits of employees satisfaction 88

27. Employees opinion in the organizational policies and procedures 90

28. Employees recognition for work 92

29. Steps taken by the management for employee retention 94

S.NO PARTICULARS PAGE NO

1. Age of the employees 39

2. Gender of the employees 41

3. Qualification of the employees 43

4. Marital status of the employees 45

5. Experience of the employees 47

6. Income of the employees 49

7. Salary package of the employees 51