How To Retain High Performig Employees

Retaining High Performing Employees 2012
A COMPREHENSIVE PROJECT REPORT ON Retaining High Performing Employee SUBMITED TO:IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD FOR THE DEGREE OF MASTER OF BUSINESS ASMINISTRATION UNDER THE GUIDANCE OF Faculty Guide Prof.KRUTIBHATT Company Guide Mr. P.R.RANPARA (DY.G.M.)
Submitted by AARTI .A. VAIDYA Enrollment No.:117110592162 M.B.A. - SEMESTER- III Submitted to Parul Institute of Management and Research-MBA Affiliated to Gujarat Technological University, Ahmadabad
Parul Institute of Management and Research
ACKNOWLEDGEMENT
It gives me great pleasure to acknowledge and to express my gratitude to all those who have helped me throughout this project.
I am thankful to Mr.P.R.RANPARA, DY.GENERALMANAGEREHUMAN RESOURCE, (DEPUTY GENERAL MANAGER 0F HUMAN RESOURCE) from MGVCL for their moral support and guidance and I Express my sincere thanks to PROF.KRUTI BHATT, Faculty of Parul Institute of Management and Research .Without her, this project would have been impossible. I thank her forher constant guidance in every aspect of this project. I express sincere gratitude to my family members and friends who have encouraged me directly or indirectly in completion of this project.
AARTI VAIDYA
Executive Summary
Issue of employee retention affects the performance of the entire company.The Ability to keep good employees is rapidly becoming a critical competitive Weapon. Organizations are realizing that their people are, by far,their most important asset.
The cost of replacing an employee ranges from 29% to 46% of the persons annual salary. Estimated costs escalate to 150% for senior management. Turnover costs the average organization more than $27 Million per year. Ineffective supervisors bad bosses are the largest Single factor driving employee turnover (78% to 86%). Nearly half (49%) of the participating organizations (118 Total) have no formal strategy for addressing retention.
Sr.no. 1 2 3 4 5
Subject Acknowledgement Executive summery Introduction Company profile Literature review Research methodology
page no 2 3 9 21 28
6 7 8 9 10 11
Data Analysis Finding and observation Limitation of the study suggestions Bibliography Annexure
32 72 76 77 78 79
LIST OF TABLES
Sr.No
TITLE
Pageno .
1. 1.1 2. 2.2 3. 3.2
Table showing which employee is high performing employee(class-1) Table showing which employee is high performing employee(class-2 ) Table showing factor considered as obstacle (class-1) Table showing factor considered as obstacle(class-2 ) Table showing if these obstacle removed (class-1) Table showing if these obstacle removed (class-2)
32 33 34 35 36 37
4. 4.1
Table showing high performer give immediate return on investment(class-1)
38
Table showing high performer give immediate return on investment(class-1)
39
5. 5.1
Table showing the documentation must be maintained (class-1) Table showing the documentation must be maintained (class-2)
40 41
6. 6.1
Table showing the high performer & avg.performer treated differently(class-1)
42
43 Table showing the high performer & avg.performer treated differently(class-2)
7.
Table showing the opinion of the respondents about high performing
44
7.1
need not need any guidance(class-1) Table showing the opinion of the respondents about high performing need not need any guidance(class-2)
45
8.
Table showing the opinion of the respondents about job evaluation is the best way (class-1)
46 47
8.1
Table showing the opinion of the respondents about job evaluation is the best way (class-1)
9. 9.1
Table showing the opinion of the respondents about by giving respect we can retain high performing employee(clas-1) Table showing the opinion of the respondents about by giving respect we can retain high performing employee(clas-1)
48 49
10. 10.1
Table showing the opinion of the respondents about recognition and reward have little effect without respect(class-1)
50
51 Table showing the opinion of the respondents about recognition and reward have little effect without respect(class-2)
11. 11.1
Table showing the opinion of the respondents about the financial incentives motivate the high performing employee(class-1) Table showing the opinion of the respondents about the financial incentives motivate the high performing employee(class-1)
52
53
12. 12.1
Table showing the opinion of the respondents about thenon-financial incentives motivate the high performing employee(class-1) Table showing the opinion of the respondents about thenon-financial incentives motivate the high performing employee(class-2)
54
55
13. 13.1
Table showing the opinion of the respondents about seniority based promotion demoralized high performing employee(class-1) Table showing the opinion of the respondents about seniority based promotion demoralized high performing employee(class-1)
56
57
14. 14.1
Table showing the opinion of the respondents about merit based promotion motivate high performing employee(class-1) Table showing the opinion of the respondents about merit based promotion motivate high performing employee(class-2)
58
59
15 15.1
Table showing the opinion of the respondents about problem with boss is main reason for leaving company(class-1) Table showing the opinion of the respondents about problem with boss is main reason for leaving company(class-2)
60
61
16. 16.1
Table showing the opinion of the respondents about all satisfied employees(class-1) Table showing the opinion of the respondents about all satisfied employees(class-1)
62
63
17. 17.1
Table showing the opinion of the respondents about what is the most important factor to motivate high performing employee(class-1) Table showing the opinion of the respondents about what si the most important factor to motivate high performing employee(class-1) Table showing the opinion of the respondents about how will you make the job challenging(class-1) Table showing the opinion of the respondents about how will you make the job challenging(class-2)
64 65
18. 18.1
66 67
19. 19.1
Table showing the opinion of the respondents about which is more suitable strategy for enhancing job satisfaction(class-1) Table showing the opinion of the respondents about which is more suitable strategy for enhancing job satisfaction(class-2)
68 69
20. 20.1
Table showing the opinion of the respondents about which one is reason that induces high performing employee to stay in company(class-1) Table showing the opinion of the respondents about which one is reason that induces high performing employee to stay in company(class-2) Table showing the opinion of the respondents about which one is reason that induces high performing employee to leave in company(class-1) Table showing the opinion of the respondents about which one is reason that induces high performing employee to leave in company(class-2)
70
21 21.1
71
COMPANY PROFILE
MGVCL AT A GLANCE
(As on 31-03-2011) Total Area (in Sq. Kms.) District covered No. of towns No. of Villages Population Total Circles Total Divisions Total Sub-divisions Total Sub-stations Total Transformers Centers Total No. of Feeders Total H.T.Line(kms.) Total L.T. Line (kms.) Ratio L.T./H.T. Total Employees 23,854 5 46 4,404 1,11,80,098 4 17 83 114 37,739 963 30,504 43,464 1.42 5,499
VISION Customer satisfaction through service excellence. MISSION To provide reliable and quality power at competitive cost to reach the global standard. Reduces the losses and optimal utilization of available energy. OBJECTIVES To fulfill the requirement of power of the households, agricultural and industrial sector at reliable rates. To supply uninterrupted power supply. To save the electricity and to minimize distribution loss.
10
MADHYA GUJARAT VIJ COMPANY LIMITED
SARDAR PATEL VIDHYUT BHAVAN RACE COURCE VADODARA-390001 PHONE NO-(0265) 2350582 WEBSITE: WWW.MGVCL.COM
11
AREA MAP OF MGVCL
12
MGVCL Incorporation
As a part of Power Reform Process, Gujarat Electricity Board (GEB), the promoting body, has been un-bundled effective from 1st April, 2005, in to separate seven Companies with functional responsibilities with complete autonomous operation for:Generation. Transmission Distribution Trading. Accordingly, the distribution undertakings and functions of the Central Distribution Zone of the erstwhile GEB stand transferred to and vest in the Company effective from 1st April, 2005. The company has become operational effective from 1st April, 2005.
13
MGVCL Particulars
The company is responsible for reliable and affordable power distribution to residential areas, commercial complexes, streetlights, water works, agriculture, traction as well as industries. Major functional areas of MGVCL are as under. Operation and Maintenance of HT/LT lines, Distribution Transformer centers (DTC), Protective equipmentetc Erecting and installation of new HT/LT lines, DTC, Service connections, protective equipments etc. Design, development and implementation of system improvement schemes. Identification and implementation of Govt. /Non-Govt. sponsored schemes. Rural Electrification activities viz. Jyoti Gram Yojana(JGY), Rajiv Gandhi GraminVidyutikaranYojana(RGGVY), Tribal Area Sub-Plan(TASP), Ttkal, SCP, Well Electrification, Border Area Development Plan, PradhanMantriGramodayaYojana etc. Demand side load management. Reduction in losses, Revenue enhancement, Reliable and quality Power Supply. The company distributes electricity in 5 Districts,49 Talukas,4,426 Villages,Area Serviced: 23,854 sq. Kmtrs.,Population Serviced: 11.18 million,No. of Consumers: 1.81 million. The company is responsible for reliable and affordable power distribution to residential areas, commercial complexes,
streetlights, water works, agriculture, traction as well as industries.
14
Retaining High Performing Employees 2012 MGVCLS INNOVATIONS

RMU (Ring Main Unit)
CONCEPT OF RING DISTRIBUTION:

The concept of Ring distribution was introduced to get the uninterrupted power supply even in the event of faults in the Ring feeders. The Ring main unit shall comprise of 2 nos. Fault make load break isolators and 1 no. switch fuse unit/circuit breaker. The isolators are connected in the ring while the SFU/breaker is utilized to protect the HT side of the transformer. The first step was to go for OIL based RMUs since the initial cost of the RMU could be fitted well within the budgets. The RMUs were installed and commissioned for important HT consumers and the concept of RING distribution was validated. This proved to be a major success in the city and consumers were very satisfied on the overall power situation. This was how the concept of RING MAIN DISTRIBUTION was first time established in the city. The power demand was growing and the no. of consumers were also growing with the time. This growth became
exponential within last one year and the electrical network also became complex due to increased connections, size of the load transformers, fault level etc. Within the fixed geographical size MGVCL needed to cater to the increased demand with better efficiency. The right solution was to go with the time and bring in the latest technology in the system.
The conventional overhead D.P. Structure System & Oil/VCB Brothers are load by new oil/SF6 RMUs. The performance is assessed and the results are very encouraging. Some of the major advantages achieved were: Space saving. At least 50% of the total space is reduced. The same is being converted into office area, customer care center, billing section etc. Minimum maintenance in Oil RMUs & no maintenance in SF6 RMUs and therefore effective utilization of staff.
15

The protection is with circuit breaker along with a self-powered relay. This combination gives the most reliable protection for transformers as well as feeders. Minimum inventory in Oil & no inventory or maintenance of spares in SF6 RMUs is required since the unit itself is fully maintenance free for its life. Faster restoration of supply in the event of faults. Safe and easy to operate. No personnel hazards. Better aesthetic values given to substation leading to healthy and improved working environment. RMUs are already ready for SCADA/ automation to be done in near future. This was a major breakthrough achieved by MGVCL and have now found the right product for the right application. MGVCL has taken these steps of modernization in the direction towards customer satisfaction and excellence. The thinking process and work is being extended further to look into the possibilities of underground network across he city with usage of Ring main technology.
COMPACT SYSTEM
( U/G CABLE FAULT LOCATION SYSTEM) To achieve high level or economic development extensive electrification is required to meet the growing demand of widely spread industrial manufacturing enterprises and also of increasing domestic consumption. This is made possible by large & wide networks of U/G power cables of diff materials & of diff. voltages. Although U/G Cable system is considered to be reliable, but due to various reasons like manufacturing defects, improper transportation & storage of cables, improper installation techniques, various mechanical damages, corrosion damage, abnormal therma, stress, over loading of cable, aging of cables they got damaged.
16
The Cable fault locating system focuses on localization & pinpointing of cable faults with the required accuracy and within economically justifiable time duration. Working Principles: All cable fault locating systems are based on pulse reflection. When periodic pulses generated in the system are injected into the Cable over Test., these are reflected back from those points in cable where there is change in impedance due to irregularities arises due to breaks shorts, and squeezes etc.
COMPACT SYSTEM- Compact System is a U/G Cable fault locating system of

Germany make mounted on TATA 407 VAN used for Both HT & LT Cables & up to 160 Km. of length. For XLPE Cables VLF Unit is provided.With help of this system identification & route of cable can be found out. This system consists of three main Components. Control Unit HV Unit. Cable drums Operation Modes: 1. Testing 2. Relocation 3. Pin pointing. 1: Testing: DC Testing 80 KV. Voltage 0 to 80 KV. DC. IN = 15 ma. Cable up to 66 KV can be tested. 2: Relocation: 1).Pulse Echo Method: This method is suitable for prelocating fault distance of open Ckt& short Ckt. Below (40 ohms) fault.
17
2).Impulse Current Method: It is suitable for prelocating low resistive / high resistive. Intermittent fault in a cable. A capacitive discharge is made on faulty core at its fault point due to which the surge pulse is reflected from the fault point to testing end and it is carried through a fault location which is connected inductively to the circuitry through impulse current transformer by which the pulse is reflected from fault point to testing end till the capacitive energy is dissipated. The fault echoes can be seen on the CRT Screen of fault locator. 1).Surge Voltage Method: Same as impulse current method reuses universal coupling device for higher rating cable. 2).Burning (ARM plus Method): Attempt is made to reduce fault resistance by burning.
3: Pin Pointing:
It is necessary to pin point the exact location of the fault so that the Existing cable can be repaired.
GIS (Geographical Information System)

GIS at Vadodara City Circle, Padra, Dabhoi, Karajan, Khambhat, Kapadwanj, Umreth, Nadiad, Halol, Godhara, Dahodetc Cities & Towns. Identification of all network components & every consumer with geographical reference and their relationship availability of information at the click of mouse. Integration of heterogeneous information and connecting activities based on geographic proximity. Developing IT enabled benchmark & scientific approach to maintenance activity of the Network
Rover
Base Station
Satellite
18

Since MGVCLs network is overhead & visible the approach was sufficient to meet the requirements. Oracle database created for assets, consumers & GPS details Custom built software to meet MGVCLs functional requirements. A Rover with the base gives accurate location of poles, transformers etc. Above details fed into a computer to generate the electrical distribution network Map is stored in digital form making it easy to maintain and update. Every consumer is identified as a distinct location on a feeder. Every link from the substation to the consumer including lines, transformer centers is available. QUICK RECTIFICATION OF FAULTS Trouble Call Center IDENTIFICATION OF LOW VOLTAGE IDENTIFICATION OF HIGH LOSSES ENERGY AUDIT SYSTEM PLANNING AND ANALYSIS ASSET MANAGEMENT As a part of Power Reform Process, the Electricity Act, 2003, was passed by the Central Government and Gujarat Electricity Industry (Re-organization & Regulation) Act, 2003, was passed by the Government of Gujarat to restructure the Electricity Industry with an aim to improve efficiency in management and delivery of services to consumers. Under the provisions of the said Acts Govt. of Gujarat framed the Gujarat Electricity Industry Re-organization & Comprehensive Transfer Scheme, 2003, (the Transfer Scheme) vide Government Notification dated 24-10-2003 for transfer of assets/liabilities etc. of erstwhile GEB to the successor entities.
Accordingly erstwhile Gujarat Electricity Board (GEB) was reorganized effective from 1st April, 2005 in to Seven Companies with functional responsibilities of Trading, Generation, Transmission and Distribution etc. The Companies incorporated are as under:
19
1 2 3 4 5 6 7
Gujarat UrjaVikas Nigam Ltd. (GUVNL) Gujarat State Electricity Corp. Ltd.(GSECL) Gujarat Energy Transmission Corp. Ltd.(GETCO) Uttar Gujarat Vij Company Ltd. (UGVCL) Dakshin Gujarat Vij Company Ltd. (DGVCL) Madhya Gujarat Vij Company Ltd. (MGVCL) Paschim Gujarat Vij Company Ltd. (PGVCL)
- Holding Company - Generation - Transmission - Distribution - Distribution - Distribution - Distribution
The Gujarat Urja Vikas Nigam Limited was incorporated as a Govt. of Gujarat Company. Since 100% Shares in the other six companies are held by GUVNL w.e.f 1st April, 2005 they have become Subsidiary Companies of GUVNL as per the provisions of the Companies Act, 1956. The GUVNL is engaged in the business of bulk purchase and sale of electricity, Supervision, Co-ordination and facilitation of the activities of its six Subsidiary Companies. The GSECL is engaged in the business of Generation of Electricity. The GETCO is engaged in the business of Transmission of Electricity. The UGVCL, DGVCL, MGVCL and PGVCL are engaged in the business of Distribution of Electricity in the Northern, Southern, Central and Western areas of Gujarat respectively
20
Literature review
How to Retain High Performance Employee:Abstract: Keeping high-performing employees has become a top priority for todays organizations. Todays employees want challenging and meaningful work, opportunities to learn and grow, the sense of being part of a group, and a good boss. This article describes the things that managers and supervisors can do to create these conditions and be good bosses in order to contribute to employee satisfaction and to retain high performing employee.
The Tide Has Turned

The tide has turned. No longer can employers tell employees, Like it or leave it. Unemployment is at a thirty-year low, and a shortage of labor is expected to last over the next decade. In todays marketplace, attracting and retaining good employees is a top priority in both large and small organizations. In fact, it is the biggest concern of nearly one-half of todays CEOs, according to a study by the executive recruiting firm Tran search. With the cost of replacing workers at 70 percent to 200 percent of their annual salariesnot including the effects on the organization of lost knowledge, declining morale and productivity, and customer dissatisfactionit is no surprise that four out of five respondents rated employee retention as a serious or very serious issue in a survey conducted by the American Management Association (1997) Of course, todays workers expect fair pay and competitive benefits. They also are interested in job location and job security. But these are not the factors that keep them at the job once they are recruited. Managers and human resource professionals who are familiar with the work of Abraham Maslow (1943, 1970) and Frederick Herzberg and his associates (1966) will not be surprised to hear that once employees have attained a level of competence that allows them to provide for their physical needs, salary and benefits rarely are the prime factors in job satisfaction and retention. A study by the Hay Group (1998) reports that out of fifty retention factors pay is the least important to one-half million employees from over three hundred companies. With todays low unemployment figures and the constant recruitment efforts of competitors, this means that keeping ones best employees has become a serious organizational concern.
21
Retaining High Performing Employees 2012 Responsibility Lies With the Boss
The authors conducted a two-year survey of over three thousand individuals in various job roles and industries. It revealed that managers, supervisors, team leaders, and project leadersthose individuals who lead and interact directly with employeeshave the greatest impact on employees satisfaction or dissatisfaction with their jobs. In short, problems with the boss is the primary reason that employees seek work elsewhere. The factors that drive employee satisfaction and commitment are largely within the control of the manager, supervisor, or team leader.
Four Primary Factors

The authors study revealed the primary factors that contribute to retention as well as the managerial behaviors that create loyalty on the part of high-performing employees. These positive factors and behaviors can be placed in four categories: challenging and meaningful work, opportunities to learn and grow, the sense of being part of a group or team, and having a good boss. Of course, there is some overlap between these categories, especially between the first three and having a good boss, as the boss usually has some control over the other three factors.
Challenging and meaningful work

Exciting and challenging work and meaningful work that makes a difference or a contribution to society were cited as some of the most important factors in job satisfaction. These may be related to another important factor, the need to feel connected to a group or team, in that they reveal a desire to feel connected to ones work and to the larger society through ones work. If one is going to spend a great deal of ones life doing something, it at least should have some interest and some meaning or purpose. The need for connection extends both from the work and to the work. One way in which connection and commitment to the work is developed is by having some say in how the work is done. This includes being able to influence or suggest improvements in work assignments, processes, schedules, and measurements. Having autonomy and a sense of control over ones work are other very important factors reported by the study group. People whose bosses micromanage and/or fail to delegate generally feel frustrated. Taking responsibility for ones own work is a source of satisfaction for most workers. Even more satisfying is perceivingand meeting challenges on the job. This keeps the work exciting and instills a sense of pride in ones accomplishments. Many employees, especially those in high-tech jobs, report that keeping up with knowledge and technology in the field is very important to them. This leads us to the second factor.
22
Opportunity to learn and grow

Career growth, learning, and development are three of the top reasons that people stay in their current jobs. A good boss provides opportunities for learning, challenges, and growth on the job that match the employees abilities and aspirations. He or she encourages employees to improve the work itself as well as their skills and to keep up with the latest developments in their field. Providing formal training and development opportunities is only one means of helping employees to learn and grow. Coaching, mentoring, and providing informal learning opportunities on the job can be done regularly. Employees also should be encouraged to network, to join trade and professional associations, and to read publications related to their lines of work.
The sense of being part of a organization

Working with great people, being part of a team, and having fun on the job are some other important factors in job satisfaction. These factors relate to the human need to feel connected. The proliferation and success of formal work teams can be attributed, in part, to this need. The work team, if managed well, also can help to meet this need. Even a department, section, or division can feel like a team if the manager and employees treat one another with courtesy and respect, listen to one anothers ideas, recognize and celebrate one anothers accomplishments, and work toward common goals. Of course, every team or work group can benefit from training in areas such as communication, group development, consensus decision making, planning, and conflict resolution. It is the managers responsibility to provide the work group members or team members with the tools and resources to work well together. It is the groups responsibility to utilize them well. For example, being comfortable enough with ones coworkers to solicit peer feedback goes a long way toward helping employees to feel trust, connection, and satisfaction in their work groups.
A good boss
Most managers and supervisors realize that the following behaviors will not earn the loyalty or respect of their employees: rudeness, impatience, arrogance, intimidation, yelling, being condescending or demeaning, belittling or embarrassing people, swearing, telling lies, sexual harassment, using inappropriate humor, and demonstrating sexism or racism. They may or may not realize that the following behaviors or practices can be equally destructive to good boss-employee relations: failing to solicit and listen to employee input, failing to recognize employees accomplishments, withholding praise, giving only negative feedback, taking credit for others accomplishments orideas, blamingothers for 23

ones own mistakes, betraying trusts or confidences, managing uprather than down,micromanaging, withholding critical information, showing distrust, showing favoritism, setting unrealistic goals or deadlines, and failing to help good performers to grow in their careers in the hope of holding into them. Satisfied employees report that their managers are good role models and demonstrate inspiring leadership. They communicate well and often, they are trustworthy and supportive, they help to create a sense of purpose in the work, and they encourage employee growth and career development.
Good bosses pay attention to and communicate with their employees

They help to make the right job fit in terms of an employees skills and personal interests. They ask their employees about their work and solicit ideas for improvement. They ask about their employees developmental goals and career aspirations. They take the time to listen and respond in a way that shows that they care. They dont respond in a way that will stop the dialogue (get real or it will never work here). They provide frequent, honest feedback to employees about their performance and what is needed for improvement and career growth. They recognize and reward good performance and particular accomplishments. They learn about their employees by asking employees what motivates them, what they like most about the job, and what problems they have in the job. They ask employees what they like or dont like about working here and what might lure them away.
Good bosses are trustworthy and supportive

They are concerned about their employees family concerns and work-life balance. They are concerned with and promote the physical and mental health of their employees. They strive to reduce overload and stress on the job, as much as possible. They give credit to others for ideas and contributions to the success of the work. They demonstrate flexibility in terms of work hours, attire, and so on. They demonstrate respect for employees and honor individual differences, interests, and values. They admit their errors and apologize when appropriate. They follow up on conversations, suggestions, problems, and so forth. They serve as champions for their work groups. 24
They help to make the work fun and encourage the appropriate use of humor on the job.
Good bosses help to create a sense of purpose in the work and encourage employee growth and career development
They know that work that is boring or too stressful is not satisfying. They share information about the work and the organization. They help employees to develop a sense of pride in the organization and its services or products and help them to see the big picture. They demonstrate their trust in employees abilities by delegating and providing job autonomy and decision-making authority (for example, through creating and training self-directed work teams), especially in relation to scheduling, processes, and budgeting. They solicit ideas for improving work processes and the job. They encourage creativity and innovation. They try to keep the work interesting. This may include job rotation to provide new challenges and increase understanding of the big picture. It may include combining related tasks so that jobs are not repetitive and boring and some achievement is perceived. They provide coaching and mentoring. They question things within the organization that hinder job accomplishment and employee satisfaction. They encourage employees to keep up with technologies, processes, and developments in the field in order to improve the work and the employees skills. They help employees to set realistic career goals and to create developmental plans that will further those goals. They check on these at least once each year. They help employees to identify and take advantage of developmental opportunities. They help employees to network and to make useful connections inside and outside the organization (with internal and external customers, suppliers, and trade and professional associations). They identify opportunities for development other than simple vertical moves (job enrichment, realignment, relocation, lateral moves).
The Costs of Losing Good Employees

Some managers may think that they dont have time to do all these things. The response is: Consider the time (and costs) required to recruit, interview, hire, assess, train, and integrate new employees to replace the ones who have left. Hard costs include advertising, search firms, travel, entertainment, interviewing, relocation expenses, and sign-on bonuses. Other costs include time spent on interviewing, selecting, orientation, and training; the work that is put on hold while this is done; and the effects on productivity, morale, and customer satisfaction. Unseen costs include the benefits to the 25
competitor of hiring the lost employee and the possible influence of this employee on other employees (to leave). In addition, new hires tend to demand 15 to 35 percent more in pay than the employees they replace. High-tech workers, professionals, and managers cost twice as much as other employees to replace. When looked at from this perspective, one ofa managers primary job responsibilities should be the retention of high-performing employees. Business owners never want to lose their high performing and talented employees. Such employees play pivotal role in achieving organizations goal. Employees working with your organization develop skills, gain knowledge and fit in the culture over a period of time. To bring a new employee to this speed needs huge investment and time.
How to retain the productive employees? 1. Managers need to be on their toes:

Managers need to play major role in retaining employees. An employee spends most of the time in the company working under this person. If the manager is too bossy, employee may feel resilient to continue working under her/ him. People managers should get trained on how to keep their subordinates busy, excite with new challenges, fun at work and not compromise on subordinates work life balance. 2. Empower your employees: Organization should empower its employees in decision making on the role they are playing. Empowered employees feel associated with the organization. On the other hand, if organization or managers impose their decisions on the employee, without considering employees point of view, they will feel dejected and may leave the organization soon. 3. Excite your employees with new projects and challenges: People leave their organization because of boring and mundane daily job. Provide an ambience for your people so that they can hone new skills and feel excited about new tasks. Ask for their interest areas and provide them lateral shifts, as much as possible. 4. Recognize your employees for their efforts and contribution: If people in organization keep doing hard work and bring success to their division and the whole company, they would like to get recognized for their hard work. If the organization fails appreciating their work, they would feel cheated. 5. Maintain high level of integrity and transparency: While evaluating someones performance is very objective. Judge them on their merits and strengths. Dont create highly environment competitive and create huge peer pressure. Be transparent in decision for the team and take them along in the decision
26
making process. 6. Seek your employees ideas in creating the work culture better: Organizations are run by people, so seek their ideas how they want to keep the workplace culture enjoyable. Help them with some ideas for fun at work. Take them out and do some team building exercise. Ask them if they need any flexibility in office timings to keep their work life balance. Responsibility of retaining your key employees is not limited to your Human Resources department. It is a holistic approach where entire organizations culture, people managers attitude, top managements policies and work life balance play major role.
27
RESEARCH METHODOLOGY
Research can be defined as a scientific and systematic search for pertinent information in any branch of knowledge. It is the pursuit of truth with the help of study, observation, comparison and experiment. Research is, thus, an original contribution to the existing stock of knowledge making for its advancement.
TITLE OF THE RESEARCH:HOW TO RETAIN HIGH PERFORMING EMPLOPYEE, MGVCL, BARODA. .
RESEARCH OBJECTIVES: To find the high performing employees in organization. To motivate the high performing employees to stay into mgvcl.
28
STUDY DESIGN:The study design is exploratory. Such study design is adopted because it offers flexibility in terms of areas, which were less known and accuracy for the areas which needed more precise description.
UNIVERSE OF THE STUDY:The universe of the study consists of the employees of MGVCL CORPORATE OFFICE, BARODA
SAMPLE:It consists of 50 employees of the MGVCL CORPORATE OFFICE, BARODA. Including class-1 and class-2 employees from the departments like production, purchase, administration, marketing, HR dept. etc.were covered.
SAMPLING METHOD:Random sampling method was used for the necessary information collected or for the data collection.
Sample design: Convenient sampling design method selected
29
TOOLS OF DATA COLLECTION:A stimulated and structured questionnaire was prepared and used as tool for data collection. The data collected have been analyzed and interpreted by the table and its explanation.
30
Execution of the Project:

This is a very important step in the research process. If the execution for the project proceeds along the correct lines, the data to be collected would be adequate and dependable. Hence it was necessary to see to it that the project proceeds in the right direction and in the fight manner within the time limits. The respondents were made aware of the purpose of the project and the probably benefit of expressing their frank views. The introduction accompanying each copy of the questionnaire made the things even clearer and ensured the required response.
In the questionnaire, the respondents were asked to express their views on the present scenario regarding the training and development programs and their suggestions for future programs so as to make them more beneficial for the employees.
31
DATA ANALYSIS AND INTERPETATION:1) Which employee is considered as high performing employee?
Class-1 employees
having strong communication skill always looking for the improvement able to build strong relationship they need not any cotroll,they are self-controlling 0 76% 6% 8%
80% 70% 60% 50% 40% 30% 20% 10% 0% Having strong Communication Skill Always looking For the Improvement Able to build Strong Relationship They need not Anycontrol, they Are self Controlling
76% of class -1 employee says high performing employee always looking for improvemetent,6% says able to build strong relationship,8%they need not any control they are self-controlling.
32
Class-2 employees
having strong communication skill always looking for improvement able to build strong relationship they need not any control, they are self-controlling
12% 76% 12% 0%
80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 0 % Having strong Communicatio n Skil l Always looking For improvement Able to build Strong Relationship They need not Any control, theyAre self Controlling
76% of class -2 employees says high performing employee always looking for improvemetent,12% says having strong communication skill,12% says able to build strong relationship.
33
2) Which factor is considered as an obstacle for becoming high performing

employee?
Class-1 employees
excessive ambition over managing by superior insensitive with others unable to think strategically 24% 8% 18% 50%
50% of class-2 employee says unable to think strategically is an obstacle for becoming high performing employee,24% says excessive ambition,18%insensitive with others.
34
Class -2 employees
excessive ambition over managing by superior insensitive with other unable to think strategically 24% 35% 6% 35%
35% of class-2 employee says unable to think strategically is an obstacle for becominghigh performing employee,35%over managing by others,24% says excessive ambition,6% insensitive with others.
35
3) Do you agree that if this entire obstacle has been removed than you can convert
your average performing employee into a high performing employee?
Class-1 employees
strongly disagree Disagree strongly agree Agree 00% 17% 24% 59%
59% ofclass-1 employees are agree,24%,are strongly agree,17% disagree for this statement.
36
Class-2 employees Agree strongly agree Disagree strongly disagree 68% 18% 8% 6%
68% of class-2 employees are agree, 18% of strongly agree,8% disagree,6% of strongly disagree.
37
4) High performer will give immediate return on investment and give 100% increase in productivity?
Class -1employee
Agree strongly agree Disagree strongly disagree
47% 0% 53% 0%
60% 50% 40% 30% 20% 10% 0% agree strongly agree Disagree strongly disagree
53% ofclass-1 employee are disagree,47% agree that high performer will give immediate return on investment and give 100% increase in productivity.
38
Class-2 employees
47% 12% 41% 0%
41%ofclass-1 employee are disagree,47% agree ,12% strongly agree that high performer will give immediate return on investment and give 100% increase in productivity
39
5) Documentation system must be maintained to record the performance of high performing employees and non performing employees?
Class -1 employees

70% 60% 50% 40% 30% 20% 10% 0% Agree Strongly Agree
59% 35% 6% 0%
Disagree
Strongly Disagree
59% of class 1 employee are agree,35% are strongly agree,6% disagree thatDocumentation system must be maintained to record the performance of high performing employees and non performing employees?
40
Class-2 employees
Agree strongly agree Disagree strongly disagree 53% 41% 6% 0%
53%of class 1 employee are agree41%are strongly agree,6% disagree thatDocumentation system must be maintained to record the performance of high performing employees and non performing employees.
41
6) High performing and average performing employees should be treated differently?
Class-1 employees Agree strongly agree Disagree strongly disagree 53% 24% 23% 0%
53% of class-1 employees are agree,24% are strongly agree,23% are disagree that High performing and average performing employees should be treated differently.
42
Class-2 employees
35% 29% 29% 7%
60% 50% 40% 30% 20% 10% 0% agree strongly agree disagree strongly disagree
35%of class-1 employees are agree29%are strongly agree,29% are disagree ,7% strongly disagree that High performing and average performing employees should be treated differently.
43
7) High performing employee doesnt need any guidance foe day-to-day
operation?
Class-1employees
53% 6% 41% 0%
53% of class-1 employees are agrees,6% are strongly agree,41$% disagree that High performing employee doesnt need any guidance foe day-to-day operation.
44
Class-2employees
12% of class-1 employees are agrees,26% are strongly agree,65% disagree that High performing employee doesnt need any guidance foe day-to-day operation.
45
8) Job evolution is the best way for finding a high performing employee?
Class-1 employees
65% of class-1 employees are agree,18% are strongly agree,18% are disagree that Job evolution is the best way for finding a high performing employee
46
Class-2 employees
agree strongly agree disagree strongly disagree
65% 18% 18% 0%
65% of class-1 employees are agree,18% are strongly agree,18% are disagree that Job evolution is the best way for finding a high performing employee
47
9) High performing employees need respect. by giving them respect you Can retain your high performing employees.
Class-1 employees
60% of class-1 employee are agree,35% are strongly agree,5% are disagree that High performing employees need respect. by giving them respect you can retain your high performing employees.
48
Class-2 employee
59% 12% 29% 0%
70% 60% 50% 40% 30% 20% 10% 0% Agree Strongly Agree Disagree Strongly Disagree
59%of class-1 employee are agree,12% are strongly agree,29% are disagree that High performing employees need respect. By giving they respect you Can retain your high performing employees.
49
10) Recognition and reward have little effect than respect for motivating high performing employee?
Class-1employees
53% 6% 41% 00%
60% 50% 40% 30% 20% 10% 0% Agree Strongly Agree Disagree Strongly Disagree
53% of class-1 employees are agree,6% are strongly agree,41% are disagree that Recognition and reward have little effect than respect for motivating high performing employee.
50
Class-2 employees
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Agree Strongly Agree Disagree Strongly Disagree
47%of class-1 employees are agree,12% are strongly agree,41% are disagree that Recognition and reward have little effect than respect for motivating high performing employee.
51
11) Financial incentives motivate the high performing employees for the short period of time?
Class-1 employees
80% 70% 60% 50% 40% 30% 20% 10% 0% Agree Strongly agree Disagree Strongly Disagree
76% of class-1 employees are agree.6% are strongly,18% are disagree that Financial incentives motivate the high performing employees for the short period of time.
52
Class-2 employees
70% 60% 50% 40% 30% 20% 10% 0% Agree Strongly Agree Disagree Strongly Disagree
Series1
65%of class-1 employees are agree.18% are strongly,18% are disagree that Financial incentives motivate the high performing employees for the short period of time.
53
12) Non-financial benefit motivates the high performing employee for
long period of time?
Class-1 employee
35% of class-1 employee are agree,35% are strongly agree,30% are disagree that Non financial benefit motivates the high performing employee for long period of time.
54
Class-2 employees
\
76%of class-1 employee are agree6%are strongly agree18%are disagree that Non financial benefit motivates the high performing employee for long period of time.
55
13) Seniority based promotion demoralized &demotivate the high
performing employees?
Class -1 employees
41% 24% 30% 5%
45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Agree Strongly agree Disagree Strongly Disagree
41% of class-1 employees are agree,24% are strongly agree,30% are disagree,5% are strongly disagree that Seniority based promotion demoralized & demotivate the high performing employees.
56
Class-2 employees
70% 60% 50% 40% 30% 20% 10% 0% Agree Strongly agree Disagree strongly Disagree
65%of class-1 employees are agree,18% are strongly agree,18% are disagree, that Seniority based promotion demoralized & demotivate the high performing employees.
57
14)
Merit based promotion motivate the high performing employee to stay into Organization?
Class-1 employees
50% 40% 30% 20% 10% 0% Agree Strongly agree Disagree Strongly Disagree
35% of class-1 employees are agree,47% are strongly agree,18% are disagree thatMerit based promotion motivate the high performing employee to stay into Organization?
58
Class-2 employees
Agree strongly agree agree Disagree strongly disagree 59% 35% 6% 0%
70% 60% 50% 40% 30% 20% 10% 0% Agree Strongly agree Disagree Strongly Disagree
59%of class-1 employees are agree,35% are strongly agree6% are disagree thatMerit based promotion motivate the high performing employee to stay into Organization.
59
15)
The problem with boss is the primary reason that high performing employees seek work elsewhere?
Agree 47% 12% 41% 0%
Class-1
strongly agree Disagree strongly disagree
employees
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Agree Strongly agree Disagree Strongly Disagree
47% of class-1 employees are agree,12% are strongly agree.41% are disagree that The problem with boss is the primary reason that high performing employees seek work elsewhere.
60
Class-2 employees
70% 60% 50% 40% 30% 20% 10% 0% Agree Strongly agree Disagree Strongly Disagree
59%of class-1 employees are agree,6 % are strongly agree,35% are disagree that The problem with boss is the primary reason that high performing employees seek work elsewhere.
61
16) All satisfied employees are not high performing but all high
performing employees are satisfied.
Class-1 employees
60% 50% 40% 30% 20% 10% 0% Agree Strongly agree Disagree Strongly Disagree
53% of class-1 employee are agree,6% are strongly agree.41% are disagree that All satisfied employees are not high performing but all high performing employees are satisfied.
62
Class-2 employees
50% 40% 30% 20% 10% 0% Agree Strongly agree Disagree
47%of class-1 employee are agree,21%are strongly agree.29% are disagree,12% are strongly disagree that All satisfied employees are not high performing but all high performing employees are satisfied.
63
17)
Which is the most important factor to motivate the high performing employees?
Class-1 employees
by providing the meaningfully work by setting clear target and measuring their performance by giving regular and supportive feedback by providing them freedom to do their work their self
35% 6% 24% 35%
40% 35% 30% 25% 20% 15% 10% 5% 0% by providing the Meaning full work by setting clear Target and Measuring their Performance by giving regular and supportive Feedback by providing them freedom to do their worktheiaself Series1
35% of class-1 employees are saying that by providingmeaningfully works,6% says by

setting clear target and measuring their performance,24% saysby giving regular and supportive feedback,35% says by providing them freedom to do their work their self company can motivate high performing employees.
64
Class-2 employees
by providing the meaningful work by setting clear target and measuring their performance by giving regular and supportive feedback by providing them freedom to do their work their self
28% 24% 24% 24%
29% 28% 27% 26% 25% 24% 23% 22% by providing the meaningfull work by setting clear target and measuring their performance by giving regular and supportive feedback by providing them freedom to do their work theiaself
287%of class-1 employees are saying that by providingmeaningfully works,24 % says

by setting clear target and measuring their performance,24% says by giving regular and supportive feedback,24%% says by providing them freedom to do their work their self company can motivate high performing employees.
18) How will you make the job challenging to retain high performing employees? 65
Class-1 employees
by doing job rotation by doing job enlargement by doing job enrichment by doing dejobbing
60% 50% 40% 30% 20% 10% 0% by doing job Rotation by doing job Enlargement
12% 35% 53% 0%
By doing job Enrichment
By doing dejobbing
12% of class-1 employees says by doing job rotation,35% says by doing job enlargement,53%says that by doing job enrichment make the job challenging to retain high performing employees.
66
Class-2 employees
by doing job rotation by doing job enlargement by doing job enrichment by doing dejobbing 29% 12% 59% 0%
70% 60% 50% 40% 30% 20% 10% 0% By doing job Rotation By doing job Enlargement By doing job Enrichment By doing dejobbing
29%of class-1 employees says by doing job rotation,12% says by doing job enlargement,59%says that by doing job enrichment make the job challenging to retain high performing employees.
19) Which is the more suitable strategy for enhancing the job satisfaction and employee retention?
67
Class-1 employees
Stress management Career development plan employee empowerment & involvement pay for performance
12% 29% 47% 12%
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Stress Management Career Development plan Employee Empowerment& Involvement Pay for Performance
12% of class-1 employees says that stress managemanet,29% says that career development plan,47% says that employee empowerment and involvement 12% says that pay for performance is more suitablestrategy for enhancing the job satisfaction and employee retention.
68
Class-2 employees
stress management career development plan employee empowerment & involvement pay for performance
0% 29% 59% 12%
70% 60% 50% 40% 30% 20% 10% 0% Stress Management Career Development plan Employee Empowerment& Involvement Pay for Performance
0% of class-1 employees says that stress managemanet,29% says that career development plan,59% says that employee empowerment and involvement 12% says that pay for performance is more suitablestrategy for enhancing the job satisfaction and employee retention.
20) ) Which one is the reason that induces the high performing employee To retain in organization? 69
Class -1 employee give rank as per their priority:1. 2. 3. 4. 5. 6. Appreciation and recognition Good wages Promotion and growth Good working condition Interesting work Job security
Class -2 employees give rank as per their priority 1). Promotion and growth 2) Appreciation and recognition 3) Good wages 4) Interesting work 5) Good working condition 6) Job security
20) Which one is the reason that induces the high performing employee to leave the organization?
70
Class -1 employee give rank as per their priority:1) 2) 3) 4) 5) 6) 7) Limited carrier opportunity Lack of recognition Lack of respect Lack of challenging job Lack of leadership Favoritisms Bad relation with superior
Class-2 employees give rank as per their priority:-
Limited carrier opportunity Lack of respect Lack of recognition Favoritisms Lack of challenging job Lack of leadership Bad relation with superior
Findings of study
71
As per the view of class-1 employees findings are as below: 76% of class -1 employee considers the high performing employees who are always looking for improvement. 50% of class-1 employee say that unable to think strategically is the main factor which works as an obstacle for becoming high performing employee. 59% of class-1 employees say that if this obstacle has been removed than average performing employee can be converted into high performing employee. 53% 0f class-1 employees say that high performer will give immediate return on investment and give 100% increase in productivity. 59%of class-1 employees say that documentation must be maintained to record the performance of average performing and high performing employees. 53% class-1 employees feel that high performing and average performing employee should be treated differently. 53% of class-1 employees say that high performing employee need not any guidance for day-to-day operation. 65% of class-1 employees say that job evaluation is the best way for finding the high performing employee. 65% of class-1 employees say that by giving the respect to high performing employee we can retain the easily. 53% of class-1 employees say recognition and reward have a little Effect than respect for motivating high performingemployee. 76% of class-1 employees say that financial incentives motivate the high performing employee for a short period of time. Only 35% of class-1 employees say that non-financial incentives motivate the high performing employee for a long period of time. 41% of class-1 employees agree that seniority based promotion demoralized the high performing employee. 47% of class-1 employee strongly agree that merit based promotion motivate the high performing employee to stay in organization.
72

47% of class-1 employees agree that problem with the boss is the primary reason that high performing employee seek work elsewhere. 53% of class-1 employees agree that allsatisfied employees are not high performing but all high performing employees are satisfied. 70% of class-1 employees says that by providing meaningful work and by providing them freedom to do their work their self we can motivate the high performing employee. 53% of class-1 employees say that by doing job enrichment we can make the job challenging to retain high performing employees. 47% of class-1 employees that by doing employee empowerment & involvement we can increase the job satisfaction and employee retention. 70% of class-1 employee says that appreciation and recognition is most important factor that induces the high performing employee to retain into organization. (They give 1st rank). 75% of class-1 employee says that due to lack of opportunity most of the high performing employees leave the organization.
73
As per the view of class-2 employee findings are as below: 76% of class-2 employee considers the high performing employees Who are always looking for improvement. 70% of class-2 employees say that excessive ambition and unable to think strategically is the main factors which work as obstacle for becoming high performing employee. 68% of class-2 employees say that if these obstacles have been removed than average performer can be converted into high performer. 47% of class-2 employees say that high performer will give immediate return on investment and give 100% increase in productivity. 53% of class-2 employees say that documentation must be maintained to record the performance of average performing and high performing employees. 35% of class-2 employees say that high performing and average performing employee should be treated differently. 65% of class-2 employees say that high performing employee needs not any guidance for day-to-day operation. 65% of class-2 employees say that job evaluation is the best way for finding the high performing employee. 59% of class-2 employees say that that by giving the respect to high performing employee we can retain the easily. 47% of class-2 employees say that recognition and reward have a little Effect than respect for motivating high performing employee. 65% of class-2 employees say that financial incentives motivate the high performing employee for a short period of time. 76% of class-2 employees say that non-financial incentives motivate the high performing employee for a long period of time. 65% of class-2 employees say that seniority based promotion demoralized the high performing employee.
74
59% of class-2 employees say that merit based promotion motivate the high performing employee to stay in organization. 59% of class-2 employees say that problem with the boss is the Primary reason that high performing employee seeks work elsewhere 47 % of class-2 employees say that allsatisfied employees are not high Performing but all high performing employees are satisfied. 56% of class-2 employees say that by providing the meaningful and Challenging work and by giving them freedom we can motivate the High performing employees. 59% of class-2 employees say that by doing job enrichment we can Make the job challenging to retain high performing employees. 59% of class-2 employees say that doing employee empowerment & Involvement we can increase the job satisfaction and employee Retention. 80% of class-2 employees say that promotion and growth is mostImportant factor that induces the high performing employee to retain Into organization. (They give 1st rank). 76% class-2 employees say due to limited carrier opportunity most of The high performing employees leave the organization.
75
LIMITATION OF THE STUDY

Lack of access new international literature and professional practices
Lack of systematic management leading to duplication
Lack of quality of technical equipments and accessible resources
Lack of promotion of self-development
Lack of a link between theories and practices
Lack of necessary knowledge and skills about new learning strategies at all levels
SUGGESTIONS
76
An organization should not use any coercive power to retain the high performing employees. As we analyze that class-1 employee give more importance to appreciation and recognition. So it should be given as per their performance. As we analyze that class-2 employee give more importance to promotion and growth. So it should be given to them as per their performance. I found that the chances of promotion and growth are law for class-3 and class-4 employees because it is based on seniority and not on their merit. So for the high performing employees not only seniority but merit should also consider. The carrier opportunity should be wide for all employees working into organization.
77
BIBIOLOGRAPHY
List of books referred:
HUMAN RESOURCE MANAGEMENT V. S. RAO HUMAN RESOURCE MANAGEMENT GARY DESSLER INTERNET
Web sites visited:www.google.com www.wikipedia.com www.citehr.com
78
Annexure (questionnaire)
Name : Address : Age : Department: Designation: Contact no : 1) Which employee is considering as a high performing employee? Having strong communication skill Always looking for the improvement Able to build a strong relationship They need not any control, they are self-controlling 2) To whom you will give more preference as high performer? Engaged dreamer(having highly motivate but having average ability) Unengaged dreamer(having an ability but do not fully believe in their work) Misaligned star (having an ability or organizational commitment but lake of ambition for success) 3) Which factor is considered as an obstacle for becoming a high performing employee? Excessive ambition Over managing by supervisor Insensitive with others Unable to think strategically 4) Are you agreeing that if all this above obstacle have been removed then your organization can convert the average performer in to high performer? agree 5) strongly agree disagree strongly disagree
High performer will give immediate return on investment and give 100% increase in productivity than the average performer? agree strongly agree disagree strongly disagree
6)
High performing and average performing employees should be treated differently? strongly 79 agree disagree strongly
agree 7)
disagree
Documentation system must be maintained to record the performance of high performing employee and non performing employee? agree strongly agree disagree strongly disagree
8)
High performing employees do not need any guidance for day to day operation? strongly agree agree disagree strongly disagree
9)
Job evaluation is best way for finding a high performing employee? strongly agree agree disagree strongly disagree
10) Which is the most important factor to motivate high performing employee? By providing meaning full and challenging work By setting clear target and measuring their performance By giving regular and supporting feedback By providing them freedom to do their work their self 11) Which element of job satisfaction has a greater impact on motivation of high performing employee? Job security Working condition Social relation Pay and performance 12) High performing employees need respect .by giving them respect you can retain your high performing employees. agree 13)
Reward Recognitio n Respect
strongly
agree
disagree
strongly disagree
This figure says that respect is the foundation for retaining high performing employees. agree strongly agree disagree strongly disagree
80
14) Recognition and reward have little effect than respect for motivating high performing employees? agree strongly agree disagree strongly disagree
15) Give rank as per your priority. 1 = most important 6 = least important Appreciation & recognition good wages good working condition job security interesting work promotion & growth
16) Financial insentives motivate the high performing employees for the short perod of time. agree strongly agree disagree strongly disagree
17) Non- financial incentives motivate the high performing employees for long period of time. agree strongly agree disagree strongly disagree
18) seniority based promotion demoralised & demotivate the high performing employees. agree strongly agree disagree strongly disagree
19) Merit based promotion motivate the high performing employees to stay in organisation. agree strongly agree disagree strongly disagree
20) Job satisfaction and retention of high performing employee are positively related? agree 81 strongly agree disagree strongly disagree
21) Which strategy is more suitable for enhancing the job satisfaction and employee retentions? Stress management Career development plan Employee empowerment and involvement Pay for performance 22) The strategy adopted to retain high performing employees at corporate level, circle level, divisional level and at s/dn level are? Same at all level Different at all level Same to some extent Different to some extent 23) The problem with boss is the primary reason that high performing employees seek work elsewhere? agree strongly agree disagree strongly disagree
24) How will you make the job challenging to retain high performing employees? By doing job rotation By doing job enlargement By doing job enrichment By doing dejobbing 25) Which element of job satisfaction has greater impact on retention of high performing employees? Job content Pay & promotion Job security Autonomy 26) The reward distribution rules favor equity norm for retaining the high performing employees? strongly agree agree disagree strongly disagree
27) The method adopted for doing performance appraisal of high performance employees & average performing employees are? Same Different Same to some extent Different to some extent
82

28) All satisfied employees are not high performing but all high performing employees are satisfied Are you agree agree strongly agree disagree strongly disagree
29) Which one is the reason that induces the high performing to leave organization? Give rank as per its effectiveness. 1= for most effective 7= for least effective
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102

How To Retain High Performig Employees

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

How To Retain High Performig Employees

Încărcat de

Drepturi de autor:

Formate disponibile

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

1. 1.1 2. 2.2 3. 3.2

Table showing high performer give immediate return on investment(class-1)

Table showing high performer give immediate return on investment(class-1)

Table showing the high performer & avg.performer treated differently(class-1)

43 Table showing the high performer & avg.performer treated differently(class-2)

Table showing the opinion of the respondents about high performing

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

MADHYA GUJARAT VIJ COMPANY LIMITED

Parul Institute of Management and Research

Retaining High Performing Employees 2012

AREA MAP OF MGVCL

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

streetlights, water works, agriculture, traction as well as industries.

Parul Institute of Management and Research

Retaining High Performing Employees 2012 MGVCLS INNOVATIONS

CONCEPT OF RING DISTRIBUTION:

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

COMPACT SYSTEM- Compact System is a U/G Cable fault locating system of

Parul Institute of Management and Research

Retaining High Performing Employees 2012

GIS (Geographical Information System)

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Parul Institute of Management and Research

Retaining High Performing Employees 2012

- Holding Company - Generation - Transmission - Distribution - Distribution - Distribution - Distribution

Parul Institute of Management and Research

Retaining High Performing Employees 2012

The Tide Has Turned

Parul Institute of Management and Research

Four Primary Factors

Challenging and meaningful work

Parul Institute of Management and Research

Retaining High Performing Employees 2012

Opportunity to learn and grow

The sense of being part of a organization

Parul Institute of Management and Research