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A STUDY ON EMPLOYEE

RETENTION

KARNATAK UNIVERSITY POST GRADUATE CENTRE


GADAG-BETGERI
A SUMMER IN-PLANT PROJECT REPORT ON

EMPLOYEE RETENTION
UNDERTAKEN AT

WIND WORLD (India) Limited


A Project Report Submitted to the Karnatak University,
Dharwad
in partial fulfillment of the degree of

Master of Business Administration


During The Academic Year
2014-2015

Submitted by:
Mr. NADEEM AHMED M LAKKUNDI
REGISTRATION NO. MBA14220011

UNDER THE GUIDANCE OF


INTERNAL GUIDE

Prof. Shareef Benakal


KUPG Centre, Gadag

EXTERNAL GUIDE

Mr. Vijay Kumar Mannur


HR Manager, WWIL, Shirahatti

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KARNATAK UNIVERSITY POST GRADUATE CENTRE


GADAG-BETGERI
Prof. B. A. Hiremath.
Co-ordinator

Tel.No: 08372-245871
Cell: 9900798007

Ref No. KUPGCG/2015

Date: 25.07.2015

CERTIFICATE
This is to certify that Mr. NADEEM AHMED M LAKKUNDI a
student of MBA II Semester, has completed his Summer In-plant
Project

( SIP ) in WIND WORLD (India) Limited entitled

EMPLOYEE RETENTION, in partial fulfillment of MBA Degree as


prescribed by Karnatak University, Dharwad, during the academic year
2014 15.

Register No. MBA14220011


Prof. B. A. Hiremath
Co-ordinator

Examiner :

1. _________________

2. __________________

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KARNATAK UNIVERSITY POST GRADUATE CENTRE


GADAG-BETGERI
Prof. Shareef Benakal

Tel.No: 08372-245871
Cell: 9880048554

KUPG Centre, Gadag

Ref No. KUPGCG/2015

Date: 25.07.2015

CERTIFICATE
This is to certify that Mr. NADEEM AHMED M LAKKUNDI a
bonafide student of

MBA II Semester, Karnatak University Post

Graduate Centre, Gadag, has completed his


( SIP ) in
submitted

Summer In-plant Project

WIND WORLD (India) Limited he has prepared and


the project

assigned

to

him, namely

EMPLOYEE

RETENTION under my guidance.

Prof. Shareef Benakal


KUPG Centre, Gadag

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RETENTION

DECLARATION

I, Mr. NADEEM AHMED M LAKKUNDI, a student of MBA II


Semester, Karnataka University Post Graduate Centre, Gadag, hereby
declare that the project work entitled EMPLOYEE RETENTION in
WIND WORLD (India) Limited is submitted to Karnataka University,
Dharwad, in partial fulfillment for the requirements for the degree of
Master of Business Administration. This project is a bona-fide work
prepared by me under the guidance of

Prof. Shareef Benakal, Faculty

in Management, Karnataka University Post Graduate Centre, Gadag.

The findings and suggestions of this project report are based on the
information collected during the period of my study.

To the best of my knowledge and belief, the matter presented in this


report has not been submitted previously in part or in full to any
university for the award of any degree.

Nadeem Ahmed M Lakkundi


MBA14220011

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ACKNOWLEDGEMENT
This project report is a result of contribution received from a number of people, This
report cannot be claimed as my individual effort, this is to acknowledge all the people
who have provided me with the inspiration and guidance during the preparation of the
project, therefore, i extend my deep sense of gratitude to all of them.
I am extremely grateful to Mr. Vijay Kumar Mannur, HR Manager, WWIL,
Shirahatti for the support and information provided by him throughout my project
duration.
I express my deep sense of gratitude to Dr. R. R. Kulkarni, Admininistrator and Prof.
B. A. Hiremath, Co-Ordinator, Karnatak University Post Graduate Centre, GadagBetgeri, for their inspiration and guidance.
I am thankful to my Project Guide Prof. Shareef Benakal for his valuable guidance
and support throughout the project.
I express my sincere thanks to Prof.M.B.Channappagoudar, Project Co-ordinator and
the entire Faculty, for providing encouragement, guidance and valuable suggestions.
Finally I would like to thank all my classmates and friends for their help, Last but not
the least; my family has always been a source of motivation and unconditional love,
which has helped me to accomplish my project on time.

Nadeem Ahmed M Lakkundi


MBA14220011

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TABLE OF CONTENTS
Sl.No

Contents

Page No

Executive Summary

01

Chapter 1 :

02

Chapter 2 : Company Profile

04

Chapter 3 :

Literature Review

38

Chapter 4 :

Research Methodology

42

Chapter 5 :

Analysis &

48

Industry Overview

Interpretation
7

Chapter 6 : Findings

64

Suggestions

66

Conclusion

67

10

Bibliography

68

11

Questionnaire

69

12

Excel Sheets

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Executive Summary
This project on A STUDY ON EMPLOYE RETENTION AT WIND WORLD
(INDIA)LIMITED,

SHIRAHATTI

deals

to

ascertain

the

EMPLOYEE

RETENTION of Wind World (India) Limited.


In this project my aim is to know the principle adopted by the company to handle its
EMPLOYE RETENTION problem & the aim is to study about EMPLOYE
RETENTION.
I hope that the study has fulfilled all its objectives and will be useful for those who are
using this project report in the future.
Employee retention is a process in which the employees are encouraged to remain
with the organization for the maximum period of time or until the completion of the
project. Employee retention is beneficial for the organization as well as the employee.
Employees today are different. They are not the ones who dont have good
opportunities in hand. As soon as they feel dissatisfied with the current employer or
the job, they switch over to the next job. It is the responsibility of the employer to
retain their best employees. If they dont, they would be left with no good employees.
A good employer should know how to attract and retain its employees. Most
employees feel that they are worth more than they are actually paid. There is a natural
disparity between what people think they should be paid and what organizations
spend in compensation. When the difference becomes too great and another
opportunity occurs, turnover can result. Pay is defined as the wages, salary, or
compensation given to an employee in exchange for services the employee performs
for the organization. Pay is more than "dollars and cents;" it also acknowledges the
worth and value of the human contribution. What people are paid has been shown to
have a clear, reliable impact on turnover in numerous studies. Employees comprise
the most vital assets of the company.

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Chapter 1
Industry Overview
The wind power industry is involved with the design, manufacture, construction, and
maintenance of wind turbines. The modern wind power industry began in 1979 with
the serial production of wind turbines by Danish manufacturers. The industry is
currently undergoing a period of rapid globalization and consolidation.
The wind power industry is the industry involved with the design, manufacture,
construction, and maintenance of wind turbines. Although the wind power industry is
small compared to those of the conventional power generation technologies (hydro,
coal, natural gas, and nuclear), it is growing at a much faster rate (25% per year, from
2002 to 2007).
The modern wind power industry began in 1979 with the serial production of wind
turbines by Danish manufacturers Kuriant, Vestas, Nordtank, and Bonus. Initially,
most of these early turbines were installed in western Denmark. California, USA
experienced a wind power boom from 1982 to 1986 when thousands of Danish and
American wind turbines were installed in massive arrays. India got involved in wind
power in the mid-1980s as well, while Germany and Spain gradually developed
domestic wind power industries starting in the early 1990s.
Wind turbine manufacturers design, test, manufacture, and assist with the operation
and maintenance of wind turbines. Important choices facing them include turbine
design (generator type, gearbox vs. gear-less, materials) and how much control to
maintain over component supplies (internal vs. external). They must be concerned
with maintaining their extensive fleets of operating turbines while at the same time
developing newer and ever-larger models. The largest wind turbine manufacturers are
based in Denmark, Germany, Spain, India, and USA.
The wind power industry is currently undergoing a period of rapid globalization and
consolidation, with much of the recent wind farm development occurring outside the
older established markets. Several large companies with market capitalizations greater
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than the entire wind power industry itself (General Electric, Siemens, BP) are now
making large investments in wind power. To meet a global wind turbine supply
shortage, start-up wind turbine manufacturers are still appearing and ramping up the
production of their new wind turbine models as quickly as possible.

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Chapter 2
Company Profile - History & Background
The origins of our story began in 1994, way before the first gusts of an energy crisis
blew across our land. It was a time when wind energy emerged not as an alternative,
but a mainstream, renewable, eco-friendly source of power generation.
'Since then we've emerged as the country's preferred wind power solution provider, on
a number of counts.
Wind World (India) Limited (WWIL) formerly Enercon (India) Limited has always
been a path breaker, with innovations that have consistently left the others behind.
Gearless technology, an energy-efficient grid feeding system and long-lasting warp
resistant blades are just cases in point.
Our wind farms today straddle seven high wind potential states Karnataka,
Maharashtra, Tamil Nadu, Rajasthan, Gujarat, Madhya Pradesh and Andhra Pradesh,
spread across 3,000 kms of India. We have installed over 6204 Wind Energy
Converters (WECs) with a capacity of over 4561 MW.
We are maintaining these WECs round the clock 24 x 7 for optimum performance.
We're an ISO 9001:2008 certified company for Manufacturing, Installations and
Services.
Wind energy converters are manufactured at four plants in Daman; while concrete
towers are manufactured at facilities in Gujarat, Karnataka and Tamil Nadu. We
employ over 5,600 dedicated people and have set up the Wind World Training
Academy at Daman, for training world class operations, maintenance and asset
management support teams.

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In terms of business results, we've achieved a turnover of INR 3636 crores in FY
2010-11 and recorded highest ever turnover of INR 4270 in FY 2011 -12, WWIL is
poised to cross INR 4500 crore mark in the year ahead (FY 2013-14).
So what powers our success?

Concept-to-Commissioning-to-Lifetime care solutions.

Superior product offering.

An obsession with Quality.

Trained Manpower.

'Over the years, our passion about wind energy continues to power our sails.

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Business Vision

Our vision is to forge ahead with courage and innovation, to be an exemplary


organization.

We will synergize ourselves for continued, enhanced performance.

We will foster a culture of care for our stakeholders, and channel our efforts
with integrity to build their trusted wind energy company.

Business Mission

Our mission is to deliver projects from concept, to commissioning, to lifetime care,


using state-of-the-art grid-friendly wind power plants that generate clean and costeffective energy for our customers.

We will be a motivated and responsive partner, committed to quality and


timely performance.

We will actively promote and propagate the use of wind energy, as an


environment friendly resource.

We shall relentlessly pursue growth, by constantly challenging ourselves.

We will work towards being the most trusted wind energy company.
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Quality Policy
We consider it our fundamental concern to understand the needs and requirements of
our esteemed customers and are committed to offer products and send services that
consistently meet the agreed-upon requirements and needs.
We are committed to Total Quality Management for achieving Business Growth
through Customer Delight, at optimum costs by:

Implementation of a Quality Management System based on ISO 9001 : 2008


international standards

Continual improving these systems and process, by establishing measurable


objectives and by periodically reviewing them.

Competence development of Human Resources.

Various wings of Quality

Quality Assurance - Incoming

Vendor Quality Assurance

Blade Quality Assurance

Corrosion Control Cell

Total Quality Management

Service & Installation Quality Assurance.

Wind World Quality Objectives

To identify, establish, implement and continually improve business


management processes

To improve production as well as inspection processes, to achieve better


productivity and quality

To ensure timely availability of materials, machines and manpower


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To ensure timely delivery of products & services

To continually develop competence of employees.

Ownership Pattern - Private Limited


Ajay Mehra is the Founder-Director of WWIL, and has been driving the company
since its inception. His focus areas continue to be: Capital Investment Decisions,
Financial Control over distribution of major company resources, Regulatory Affairs
Management, Key Vendor Management and Public Relations. Management is
participative in nature.

Nature of Business carried:


Wind World India Limited is undertaking business of producing wind energy and
related works such as preparation of concrete segments, installation of towers etc.
Wind World India Limited manufactures not only WECs, it also straddles the entire
spectrum of project development and 'Operation and Maintenance' activities.
Manufacturing of WECs
Selection and acquisition of potential sites
Regulatory and statutory clearances
Assistance in financing
Infrastructure development
Civil construction
Erection of WECs
Creating evacuation facilities
Project commissioning
Operation and maintenance including stocking and ready supply of spare parts at the
site

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Area of Operations-Products
ROTOR ASSEMBLY
Rotor head production comprises the manufacture and integration of the pitch drive,
bearing, axle pin, stator-rotor and balancing assembly, under a single roof.
The rotor hub or unit along with pitch drive and annular generator are interconnected
to form a single gearless unit. The rotor unit is then mounted on a fixed axis, called
the axle pin.
As compared to conventional geared systems with a large number of bearing points in
a moving drive train, our drive system requires only two slow-moving taper roller
bearings, due to its low direct drive speed @ 25 RPM. Bearing fitment is executed
using the shrink as well as induction heating techniques.
Wind turbines are equipped with a variable pitch technology. This allows for
feathering the angle of the blades for each wind speed; whereby controlled extraction
is done using the maximum energy in the wind flow.
In below-normal wind conditions, the pitch is tailored to derive maximum energy
potential; while in above-normal conditions, the pitch is altered to derive a controlled
amount of energy, so that the machine produces the rated power in a controlled and
stable manner up to cut out wind speed.
Besides maximizing wind energy derived, this system reduces torque on the device
and allows for the use of the full blade as an aerodynamic brake.
At every stage of assembly standard quality checks are executed as per our quality
protocol requirement. This is executed by trained personnel using high quality
calibrated equipment, to provide evidence of product conformity to requirements.

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SALIENT FEATURES OF ROTOR BLADES

A very unique aerodynamic profile - equipped with an additional part spoiler.

Coefficient of power being extracted up to 0.5.

Protection - by a time-tested lightening protection system.

Snout shape aluminium tip design, to reduce noise and air turbulence, and
increase generation output.

Superb surface smoothness - avoids fungus and algae formation, and draws
maximum air velocity.

Weather-proof PU paint system - resists paint erosion.

Hollow axial aerodynamic composite blade design - for high strength to


weight ratio.
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Periodic checks & maintenance done on mould - for reliable aerodynamic


profile of the blade.

PROCESS & ERGONOMICS


Blade production process is one that follows very stringent process control,
monitoring and quality checks at every stage of the process. This results in blades of
very high quality that have never been replaced on any of over 5500 machines, since
they have been installed, till date.

Highly precise VARIM process and auto power hinge mechanism for mold
closing reduces human error and ensures consistent quality.

Auto dust extraction and de-burring system - minimizes dust PPM level inside
the plant.

The entire product process is monitored online using an eco-graph.

Sophisticated paint booth - for rotor blade surface spraying.

Excellent plant lay out - for efficient production.

Online software - for product protocol database.

Online video inspection carried out for reducing defects.

Highly qualified, well trained and experienced team of engineers &


technicians - for in-house capability to manufacture composite rotor blade
plugs, molds and product manufacturing.

Safe and healthy work culture.

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TOWER CONSTRUCTION
Wind World (India) Ltd. has three Concrete Tower Factories (CTFs) at Gujarat and
Karnataka. The fourth CTF in Rajasthan is under construction.
Towers are important because of their load-bearing capability to support the turbine,
which weighs close to 400 MT, and also because they bear the onslaught of winds,
rain, erosion and other naturally occurring hazards.
The load-dynamic design of the materials and structure used in our towers, provides
the best conditions for transport, installation and use.
Over and above binding national and international norms e.g. DIN and Eurocode, we
have set our own standards which surpass these quality and safety norms.
Virtual 3D models of the tower designs are produced during the development phase,
using the Finite Element Method (FEM). All possible stress factors on the wind
turbine are then simulated on the model. Accurate predictions concerning tower
stability and service life are not left to chance before building a prototype.
We continuously evaluate additional measurements on existing turbines, providing
further verification of the calculated data. Our calculations are confirmed by results
produced by specially commissioned certification bodies, research institutes and
engineering firms.

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Aesthetic aspects are also a decisive factor during tower development, which is
obvious in the elegant design of the finished product. The streamlined gradually
tapered design, offers a visibly sophisticated ergonomic concept.
In addition, there is also an ice machine at the production plant. At high temperatures,
it produces over 120 tons of ice per day to cool down the concrete. Water for the ice
maker is cleaned in one of our own water treatment plants.

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TUBULAR STEEL TOWERS


Tubular steel towers are manufactured in several individual tower sections, connected
using stress-reducing L-flanges. Unlike conventional flange joints, the welding seam
of the L-flange is outside the stress zone.
Other advantages of this connecting technology are:

Complicated and costly welding work on site is eliminated

Quick, reliable assembly - meets the highest quality standards

Full corrosion protection - applied under best production engineering


conditions

Due to their relatively small circumference, shorter tubular steel towers are mounted
on the foundation using a foundation basket. This consists of a double-rowed circular
array of threaded steel bolts. A retainer ring, fitted to the tower flange dimensions, is
used to hold the individual bolts in position.
When the foundation is completed, the lower tower section is placed on the bolts
protruding out of the concrete surface and then bolted with nuts and washers.
For taller steel towers, a specially developed foundation connection system is used. A
cylindrical structural element is set on the blinding layer, propped up to the correct
height and precisely aligned with adjusting bolts.
Once the foundation is completed, the tower is flanged together with the foundation
section. Like all other components, tubular steel towers are subject to strict quality
standards.
Quality assurance begins in the design development stages, to ensure that the
prototype meets all requirements before going into serial production.

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CONCRETE TOWER MANUFACTURING


Wind World (India) Ltd.'s precast concrete towers are made using specially developed
pre-stressed steel reinforcement. The individual tower sections and foundation are
fastened together to form an inseparable unit with stay cables running through jacket
tubes in the core of the concrete tower wall. The tower sections themselves are
manufactured entirely in the pre-casting plant. Specially constructed steel moulds
assure manufacturing precision for each individual concrete section.
This manufacturing process minimizes dimensional tolerances, which assures a high
degree of fitting accuracy. Here again, our quality assurance department carries out
strict inspections. Detailed procedural and work instructions are available for each
manufacturing sector. This ensures that each individual manufacturing stage as well
as the materials used can be completely retraced.

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Our Customers
Wind World Indias list of customers reads like a veritable roster of blue chip
companies. The most remarkable aspect of our customers is that a large number of
them have come back for repeat orders. Can there be a better testimony of customer
delight? Here are a few of Wind World Indias customers :
1. Ambika Cotton Mills Ltd. Coimbatore
2. Apollo Tyres Ltd. Delhi
3. Bharat Forge Ltd. Pune
4.

Bannari Aman Group - Chennai

5. Bhoruka Power Corporation Bangalore


6. CLP Power India Pvt Ltd.- Mumbai DCW Limited Mumbai
7.

DLF Ltd.- Delhi

8. Gujarat Guardian Ltd. Gujarat


9. GHCL Ltd. Noida
10. .Generacion Eolica International Spain
11. Hindustan Zinc Ltd. - Udaipur
12. Indian Energy Ltd.-London
13. Kirloskar Group of Companies - Pune
14. Liberty Oil Mills Ltd. Mumbai
15. Manganese Ore (India) Ltd. Nagpur

16.New Sahyadri Industries Ltd - Pune


17. Parle Products Ltd. Mumbai
18. Pidilite Industries Ltd. - Mumbai
19. Premier Group of Mills Coimbatore
20. Reliance Energy Ltd. - Mumbai
21. Roaring 40s Renewable Energy Pty Ltd.
22. Texmo Group of Industries Coimbatore
23. The TATA Power Company Ltd. Mumbai

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Organisation Chart
MD

CEO

Operations Manager

Finance
Manager

Project
Manager

Marketing
Manager

Accounts
Manager

Project
Supervisor

Territory

Accounts
Executives

Accounts

TL

Project

manager
Sr. Sales
Manager

Marketing

co-ordinates

Staff

Staff

Staff

HR Manager

Asst. HR
Manager
Sr. HR
Executives

Adm
Manager

Staff

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Achievements, Awards & Recognitions


Accelerated deployment of clean energy, offers the single biggest solution to the three
vexing problems facing the world today: fossil fuel depletion, environmental unsustainability, and climate change.
For over two decades, WWIL has emerged as a total solutions provider, from concept
to commissioning, in the wind energy sector. The cumulative installed capacity as on
date is over 4200 MW.
Over the years, the contribution of WWIL has been acknowledged and awarded
repeatedly, by renowned agencies like WISE (World Institute of Sustainable Energy)
and ENERTIA (India's leading journal on Sustainable Energy & Power). These
awards are the reflection of WWIL's growth and sustained quality.

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Certifications
ISO 9001 Certification for EIL covering all manufacturing units, corporate
office, projects & service sites GL (Germanischer Lloyd)
ISO 9001 Certification for Enercon Training Academy.
GL Shop Approval for Rotor Blade Manufacturing Plants certifying that the
rotor blades manufactured at EIL are manufactured as per GL wind guidelines.

TECHNOLOGY, INNOVATION, PRODUCT

2010: WISE - Best Manufacturer/Capacity Addition - Second Prize

2009: ENERTIA Technology & Innovation Winners Award

2008: WISE - Best Manufacturer/Capacity Addition - Second Prize WISE


Best Wind Turbine E-53 First Prize

SERVICE PROVIDER

2010: WISE - Best Service Provider among Manufacturers - First Prize

2009: WISE - Best Service Provider among Manufacturers - First Prize

2008: WISE - Best Service Provider among Manufacturers - First Prize

2007: WISE - Best Service Provider among Manufacturers - First Prize

2006: WISE - Best Service Provider among Manufacturers - First Prize

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INDEPENDENT POWER PRODUCER

2008: WISE - Best Independent Power Producer, Wind World Wind Farms
(Hindustan) Pvt. Ltd. - First Prize

2007: WISE - Best Independent Power Producer, Wind World Wind Farms
(Hindustan) Pvt. Ltd. - First Prize

2006: WISE - Best Independent Power Producer, Wind World Wind Farms
(Hindustan) Pvt. Ltd. - First Prize

Infrastructural Facilities:
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Wind World India Limited is having adequate infrastructure in its each of
plants situated in different states such as Gujarat, Maharastra, Tamilnadu,
Karnataka etc. In each of plant and site of Wind World India Limited in
different part of the nation is specialized in one of the companies undertakings
according to that each plant and site having infrastructure. Each plant having
sufficient storage facilities, transportation facilities, connected to high ways
and also according competitive advantages.

Evacuation Facility:
Power Evacuation Facility is one very important constituent of the Wind
Power Project (WPP) on which rests its performance. WPP has to have a very
good power evacuation facility. The power generated by the wind power
project needs to be transmitted to a point from where it is distributed for use
through this facility. Thus power evacuation plays a critical role in the power
project. Wind World India Limited conduct a thorough study of the power
evacuation arrangement in the area where the wind power potential exists. A
windy site with poor evacuation arrangement affects the project performance.
Wind World Limited has thus been instrumental in establishing the adequate
evacuation facility for its upcoming projects, wherever it is necessary. Wind
World India Limited has created power evacuation facilities at few potential
sites, where it was a necessity. Wind World India Limited has thus
demonstrated its capacity to undertake the project work to its ultimate to
achieve the best performance of the WPP.

Road Development:
This Activity is site dependent. Certain sites need extensive Road work and
for some it is bare minimum. Hilly Terrain sites needs huge amount of
approach road work. The best route to reach the top of the hill is worked out
first. Then hill cutting and the road work is undertaken so that the trailers
which carry the materials and cranes to undertake the erection activity can
reach the point of Installation. e.g. Karnataka, Jogimatti Site.

Competitors Information:
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Wind World India Limited is having sufficient number of competitors in its
each segment of activity, out of them important are as follows with their
specializations.
1.Suzlon Enery
2..Elecon Engineering India Ltd
3.Enercon India Ltd
4.Global Wind power Ltd
5.WinWind Power Energy Pvt Ltd
6.Inox Wind Ltd
7.Indowind Energy Ltd
8.Orient Green Power Ltd
9.Essar Wind Power Pvt Ltd
10.RRB Energy

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Departments & The McKinseys 7s Frame works:

The 7-S

Framework was developed by the consultants at the McKinsey Company, a very well
known management consultancy firm in the United State, towards the end of the 70,s
to diagnose the causes of organizational problems and to formulate programs for
improvement. The 7-S framework consists of major aspects such as strategy,
structure, system, skills, staff, style and shared values.

1.Structure: Organizational structure means it offers more organizational


arrangement and relationship. It gives the perfect picture about the person who is to
take what decision and to what extent, which is authorized to perform what all duties
& who is greater than whom. It connects and provides with clear data of all
relationship & provides a frame work within which all duties & activities take place &
grow. Wind World India ltd has more than 18 trustees who administrate the entire
structure of the organization. The activities of Wind World India ltd are divided into
various Departments for easy and better administration. The head of the organization
is the Chairman. Then comes the deputy Chairman and the various heads of the
department under him.
Administration department
IT department
Finance and accounts department
HRD department
Marketing department
R & D department
Logistic department
Security department.

Finance department:
Finance department mainly concentrated on moderating funds in proper way and also
estimating cost as well as profit of the respective projects. Finance department play
vital role in marinating proper books of accounts. The important functions for the
finance department are general accounting, revenue collection; establishment costs
analysis, budgeting, auditing and advice to the chief executive regarding financial
matters. The Electronic Data processing unit also functions under this department.
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HRD Department:
HR Vision
Develop an enabling environment to make Wind World (India) a Great Place to
work. Every Energite is an invaluable member of the Wind World family. Wind
World is all about the value it entrusts in its own people and the care it takes for their
well being. Wind World maintains the highest level of transparency to provide the
qualitative service to its customers. Every Energite maintains the open door policy
and it is well enforced by the clear-cut system orientation and policy established by
the company.Wind World India also respects the individual freedom and working
style, which results in high employee morale. Wind World is very certain that change
is the only constant, which makes the Energite open to change. The Performance
Management System of Wind World India makes performance as the paramount
factor of life. Wind World India practices the participative management, which helps
in the growth of the organization. Individual employee suggestions are valued and
also implemented, thus resulting in the collective growth of employee and
organization. The Customer Focus and Quality (Processes and Personnel) has made
Wind World the world leader in the business of wind farming.

Competency Development: It is the Employee who makes the organization


competent enough to face any competition. The development of Knowledge, Skill and
Attitude of an Energite is important for the Individual growth leading to the
organizational growth. Wind World India does the competency development of an
Energite through appropriate training and development programs across the
organization.. HRD department play indispensable role in whole organization. It
works as a supporting department to all other departments. It undertakes following
activities;

1. Human Resources
2. Industrial Relations

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3. Welfare
4. Employees Relation
5. Personnel Administration
6. Security, Safety and Administration
Human Resources: HR activities consists the following activities
(i)Recruitment
(ii) Training & Development
(a) Management Development
(b) Workers Development
(c) Leadership Potential Mapping
(iii) Performance Management
(iv) Organizational Development

(i)Recruitment process:
Request for Manpower from HOD

Sourcing of Data Scrutiny by HRD


Preliminary Interview by Operative HRD & Dept
Further interview of Short listed candidates with
Head HR & Function

Final Interview/ Assessment by LED


Climb Test, Medical & Psychometric Test

Aiming through training at:-

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a) Leadership- Skill Development
b) Interpersonal & Behavioral Development
c)Technical Skill Development
To match:a) Change in Design
b) High Growth
c) Focus on competing through Technology & Quality
d) Customer Focus & end to end Customer Satisfaction

2. Industrial Relation activities: (i) Helping to Employees


(ii) Grievance Redressal
(iii) Managing Harmony & Discipline
(iv) Wage Settlement
(v) Counseling, Coaching & Mentoring

3. Welfare activities :(i) Canteen Management


(ii) Uniform
(iii) Medical
(iv) Insurance

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(i) Employees Credit & Consumer Co - Operative Society
(ii)Celebration of Festivals & Cultural programmes
(iii)Sports
(iv)Family Get-together
(v) Image Building & Community Development

5. Personnel Administration activities:(I) Time Keeping


(ii) Compensation Management
(iii) Statutory Compliance under various labor laws
(iv) Professional & income tax.
(v) Contract Labor Management

6. Security, Safety and Administration:(I) Safety & Security of Man, Material & Machine
(ii) House Keeping, Guest House Management
(iii) Maintenance of Office equipment (iv) Transportation
(iv) Legal & Local Liaisoning

MEDICAL DEPARTMENT:
The department provides all types of Medical facilities and Medical treatment to the
employees including workers.
Services provided by the Medical department are as follows:
health care service
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Round the clock medical services including ambulance van facilities available
Providing first aid facilities in Wharf, workshops, etc. The Chief Medical Officer
exercises the overall control over the Medical department.

Logistic department: Logistic works as a nerves system of the organization.


When concrete segments are manufactured that would be transferred to wherever
tower is constructed. It conducts number of activities to dispatch the produced
segments (concrete towers), those are as follows;
Budgeting and planning of moves
Identification of transporters
Request for quotations
Fixed rate contracts with transporters
Ad hoc movements
Internal site movements
Monitoring of movements, bill passing and payments
Request for service

IT department
IT department works on solving information technology related queries and solving it.
In brief it works as a supporting for all departments. And also undertakes the work
related networking.

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2. Strategy:
McKinsey in his 7s Frame work defined strategy as a set of decisions and actions
aimed at gaining a sustainable competitive advantage. Wind World conduct unique
strategy in eliminating waste. In each stage of work some specific strategy is used to
minimize the wastage. In each stage of is done no the base of six sigma aspect. In
each processing stage is monitored by supervisor properly to avoid as much as
possible waste. In between each work quality control department check the work and
is certificate for further proceedings.
It is not technology alone. Wind World's strict adherence to a 10 - Point Programme
has created enduring competitive advantages for the company, leave alone financial
stability and security.
Wind World's Ten Point Programme for enduring competitive advantages:
1. Empowerment of People: At Wind World India we believe that business is all
about people.Wind World India invest in both values and knowledge in people. Wind
World India empower them to serve clients in the best possible way.
2. Financial commitment: Wind World India reinvests its profits in the development
of plants and processes. Wind World India's commitment to the wind energy industry
is complete.
3. Global knowledge base: ind World India Ltd can cater to any kind of requirement
almost anywhere in the world. Over the years, Wind World India has acquired
comprehensive local knowledge of climatic conditions, infrastructural facilities and
statutory obligations on a global scale. Wind World India is the only company in the
world to have the distinction of installing WECs in the extremely severe conditions of
Antarctica. Unique learning accrued from such installations gets institutionalized and
helps Wind World India to serve its customers better in other parts of the globe as
well.
4. The service edge: Extensively trained service professionals are available in all the
markets to provide lifetime care of all Wind World India wind energy converters.

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They follow rigorous maintenance procedures for all the wind energy converters,
leaving virtually nothing to chance.
5. Complete control on production: Wind World India's production takes place
according to the most stringent quality standards. Technology transfer to all our
production facilities across the world results in timely delivery of design wise
compatible products and services.
6. Research and development: With the largest team of research engineers in the wind
energy sector Enercon's 'Research and Development' is characterized by its ability to
constantly push the envelope.
7. Quality centered process control: Wind World India has ISO - 9002 certification
for its quality system. In addition, Wind World India also sets and acts on its own
benchmark on quality Wind World India's Quality Protocol system is a fail-safe
mechanism to create all round accountability by enabling the tracking of
manufacturing and servicing history of each and every operation.
8. Vendor care: Wind World India believes in developing long term, win-win
relationships with its vendors. That's why; its suppliers too never compromise on
Wind World India's quality standards. Furthermore, Wind World India's engineers
work together with its vendors to continually upgrade product quality to ever-higher
standards.
9. Standardized processes: The Company develops its own process engineering
systems according to requirements. This ensures a uniform and consistent
manufacturing standard at all Wind World production facilities throughout the world.
10. Environmental concern: Wind World is engaged in constant dialogue with power
utilities, economic policy makers and consumers, to promote the cause of clean
energy. Wind World India's commitment to clean energy goes much beyond pure
business motives. Wind World's sense of responsibility towards mitigating the
environmental degradation of our planet due to the use of fossil fuels forms the
bedrock of its corporate philosophy.

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3. System: System according to 7-S frame work proposed by McKinsey refers to all
the rules, regulations and procedure both formal & informal that complement the
organization structure. It includes production, planning & control system, recruitment,
training & development system & performance evaluation system.

Recruitment: In Wind World India centralized recruitment is conducted, on the


base of requirements of man force is supplied those sites.

Selection: The selection of candidate is done by gathering all the information about
the candidate the process of selecting candidate goes through various step and stages.
After various stages a qualified candidate calls for Interview. In the Interview expert
persons with good knowledge and experience a perfect candidate is selected for job.

Training: Training of candidate is given in part for betterment of knowledge skill,


experience & behavior and to achieve the common goal.

Purchase system: Purchase of material is done on the base of requirements each


and every department. It is to be done centralized purchasing by purchasing
department and purchased materials are supplied to respective department on the base
of requirements and order of work.

4. Shared values:
In the McKinsey 7s frame work shared values refers to commonly held beliefs,
mindsets and assumption that shape hoe an organization behave its corporate
cultures.
Shared values of Wind World India Ltd are:
a)The organization believes in the dictum my organization, my work, and my
people. Industrial is the hallmark of progress.
b)Company believes in Team work which is essential to the success of any
enterprises.

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5. Skills: Skill is a fact that is necessary to carry out important strategys, those
strategys are developed by over a period of time as a result of which success is
achieved. Hence skill is necessary for a firm is growth .

Secrets of success of Wind World India : The Wind World India Wind
Energy Converter (WEC) with its peripheral power transmission components sum up
to be a 'Wind Power Plant (WPP)' - an industrial plant producing Electricity as it's
end product. Round the clock availability of Competent, Dedicated & Well-equipped
service crew at sites act as a watchdog of the WPP.
Offices for WPP O&M mgmt. at respective sites & regions.
Dedicated vehicle arrangements
. PMP radios network, cellular & land telephony.
Quality & consistency in the WPP performance management is ensured by surprise
checks on WECs.
Preventive measures to arrest the recurrence of faults if any are established through
developmental changes From Concept -> to Commissioning -> to Care
24X7 Service of the WECs Annual Electrical inspection, metering & calibration.
Comprehensive all inclusive fixed cost contracts
Power Marketing, Billing & Collections
Regulatory Compliances
Relationship management

6. Style: Style in McKinseys 7s Framework refers to How managers collectively


spend their time and attention and how they use symbolic behavior. How
management acts is more important than what management says. Symbolic behavior
(Companies most successful in finding mineral deposits) typically has more people on
the board who understand exploration or have headed exploration departments.
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Typically they fund exploration more consistently (that is, their year-to-year spending
patterns are less volatile). They define fewer and more consistent exploration targets.
Their exploration activities typically report at a higher organizational level. And they
typically articulate better reasons for exploring in the first place.

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Management
The Wind World India ltds management is divided into mainly
three levels. They are:Top Level Management: Is at the head of the
organization. It consists of Board of Trustees and its Chairman, Deputy Chairman. In
the operation of the enterprise, top management is the ultimate level of authority since
they are responsible for taking major decisions regarding the organization.

Middle Management: Consists of departmental heads and other executive


officers attached to the different department. This level of management is responsible
for implementing the policies and plans decided by the top management.

Lower Management: Lower level management is also called as supervisory


management. Consists of senior supervisions, intermediate supervisions and front
line supervisors. The executives at this level are in direct touch with the rank and file
of workers and have to see the work is properly carried out.

Democratic Styles: The style of management, which the Wind World India ltd
follows, is Democratic style. The Wind World India ltd gives importance to Team
work. Communication is two ways i.e. flow of instructions from top management to
the end worker and vice versa. There are participations of middle management as well
as lower level management in decision making. Once the decision taken by the top
management i.e. after consultation will be the ultimate and middle level management
as well as lower level management should obey these decisions.

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7. Staff
Staff according to McKinsey 7-S Framework refers to how companies develop
employees and shape basic values. Staff is often treated in one of two ways. At the
hard end of the spectrum, we talk of appraisal systems, pay scales, formal training
programs, and the like. At the soft end, we talk about morale, attitude, motivation and
behavior. Brown and Moberg define staffing as The selection, placement, training
and development of appropriately qualified employees. Which implies that it
includes two fundamentally different process, i.e., selecting people for specific
organizational positions and developing in them the abilities and skills that they
would need to be effective in those and subsequent assignments. The staff selection
committee will select the eligible candidates as per the approve recruitment rules and
they will finalize the list of candidates to be appointed. For the selected employees
and arranges training programs with a view to render a qualitative improvement in
their working style. The training program has shown noticeable improvement in the
quality of work and in the decision-making.

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SWOT Analysis:
SWOT is an acronym for the internal strength and weakness of a business and
environmental opportunities and threats faced by the business. SWOT analysis is a
systematic identification of these factors and the strategy that reflects the best match
between them. It is based on the logic that an effective strategy maximizes the
business strength and opportunities, but at the same time minimizes its weakness and
threats.

Strength:
Strength is a resource skill or other advantage in competence with competitors and the
needs of the market.
The strengths of Wind World India ltd are: Exclusive access to natural resources
New , innovative product/services
Location of business
Quality processes and procedures
Strong brand and reputation

Weakness: A weakness is a limitation or deficiency in resources, skills and


capabilities that seriously impedes effective performance of the business of the
organization. As per the observation the following weakness were found in Wind
World India ltd:
Lack of marketing expertise
Undifferentiated products and services( i.e. in relation to competitors)
Competitors have superior access to distribution channels

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Opportunities: An opportunity is major favorable situation in the firms


environment, Wind World India ltd has the following opportunities.
Increasing scope for wind energy
Developing market
New technology and innovation increasing potentiality of wind manufacturers

Threats:
Increasing number of competitors
Increasing cost of production
Competitors innovative services adversely effecting.

Conclusion
To conclude we can say that there is a close relationship between the
theoretical concepts that are learnt in the class and the functions of the organization.
Wind World India ltd is holistically and effectively organized.
Wind World India India ltd is making all the efforts to implement the best
practices of Management. Many successful Management principles are being applied
in the real life application in the organization. In fact organization is successful in
applying the same. As a whole there is a learning environment in the organization;
where each and every principles of management could be studied in detail.

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Chapter 3
LITERATURE REVIEW
Muhammad Hassan (1): Employee retention is the vital challenge in all
organizations. This papers focus on one industry that is the leather industry of
Pakistan which is facing the same problem of retention of employees due to many
reasons. As Leather industry is the third largest export earning sector in Pakistan so
these reasons are discussed in detail. The turnover rate in Leather Industry of Pakistan
is around 25 30% annually, its observed that mostly second line managers change
their jobs for high salaries offer, recognition, authority and also to seek for more
knowledge and to get more competitive edge in terms of processing; In tanneries its
critical and alarming because of the process and article secrecy. In order to achieve
competitive advantage, maximum utilization of resources and to get organizational
efficiency employees must be retained in a true spirit in order to cope with all these
conditions. In this paper the authors tried to know the reasons behind this dilemma
that how employees can be retained and some suggestions were given to deal with it.
One edge of this paper is that one of the author belongs to the same industry i.e.
leather industry.

Tammy C. Morse (2): Humor has been in existence since the beginning of time.
Some even claim that humor is the best preventive medicine for stress management
and good health. If humor is good for living productively, can it also be good for
employee retention and/or employee satisfaction? The purpose of this conceptual and
practical paper is to explore the extent to which the use of appropriate humor relates
to employee retention and satisfaction, which can enhance the commitment,
cohesiveness and performance of a companys workforce. Another objective is to
explore and emphasize the importance of humor and employee retention in the
workplace. The paper provides practical recommendations for todays managers and
offers a focus for future researchers to empirically test the use of humor and its
relationship to employee retention and employee satisfaction.

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Dr. Nafees A. Khan (3): Retention of Key employees is critical to the long term
health and success of any organization. It is a known fact that retaining the best
employees, ensures customer satisfaction, increased product sales, satisfied colleagues
and reporting staff, effective succession planning and deeply imbedded organizational
knowledge and learning. Now days companies are struggling to retain employees. As
employee attrition has continuously been on increase, and its coeval phenomenon of
employee retention has become an evolving concept. The ultimate solution to the ever
increasing employee attrition is to increase employee engagement/ involvement in the
organizations.

Atif Anis (4): Employee retention is a critical aspect for every company regarding
competitive advantage because human resource is the most critical asset of todays
modern world. Other resources can be arranged effortlessly but to get efficient and
retain talented human capital is the most difficult task. Therefore, organizations are
now more focused towards employee retention. Organizations use different HR
techniques for retention. Our main emphasis is on compensation packages after
employee training and development practices for retention purposes. We will also see
how a relaxed work environment will help in the retention of employees. For this
purpose, we conducted this study in Lahore and collected data from corporate groups.
The numbers of respondents in our study are 330. For analysis we used the structural
equation modelling technique with the use of AMOS 18.0. In this study, we used
compensation as the mediating variable between the training and retention of
employees. Results reveal that retaining employees long term, after their training and
development has been completed, without increasing their compensations is not as
favourable as when compensation is increased to reflect the completion ability to
apply their field related skills and capabilities.

Ijaz-Ur-Rehman (5): Comprehensive survey to date of labour turnover and


employee loyalty in New Zealand. The widely held view that the New Zealand
worker has become more mobile in the contemporary labour market is shown to be
somewhat simplistic. Instead, the picture is one of increasing employment stability as
people get older and as they become better paid, lending support to the idea that there
are identifiable developmental stages affecting the careers of both men and women. In

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terms of the reasons for employee turnover, the study demonstrates that motivation
for job change is multidimensional: no one factor will explain it. While interesting
work is the strongest attractor and retainer in the labour market, the results also show
that there is a strong employee expectation that management should make personnel
decisions based on merit, demonstrate that extrinsic rewards (such as pay, promotion
and security) play a role in both employee retention and turnover, lend support to the
idea that there is growing concern with worklife balance, and underline the retention
value of good relationships with co-workers and supervisors. The results demonstrate
that employee turnover is not riskless for individuals: some benefit a lot (for example,
in finding worthwhile promotion), while others do badly out of it. The study offers
suggestions for improving retention in firms with dysfunctional employee turnover.

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Introduction:
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. It may be understood as a science
of studying how research is done scientifically.
Research may develop hypothesis and test it. In it we study the various steps
that are generally adopted by the researcher in studying his research problem along
with the logic behind them.
Research must be based on fact observable data forms a sound basis for
research inductive investigation lead better support to research finding for analysing
facts a scientific methodology of analysis must be developed and result interpreted
logically.
It is necessary for the researcher to know not only the research method or
techniques but also the methodology. Thus, when we talk of research methodology we
not only talk of the research methods but also consider the logic behind the methods
we use in the context of our research study and explain why we are using a particular
method or technique and why we are not using others so that research results are
capable of being evaluated either by the researcher himself or by others.
Research problems would result in certain conclusions by means of logical
analysis which the decision-maker may use for his action or solution.

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Chapter 4
Research Methodology
Data collection:
Data collection is one of the most important aspects of research. For the
success of any project accurate data is very important and necessary. The information
collected through research methodology must be accurate and relevant.

Methods of data collection:


Primary Data
Secondary Data

Primary Data:
Data collected by a researcher is known as primary data. It is collected
by a person for his own use obtained from findings. This is considered as
firsthand information. This is that data which is collected by us to meet our
own specific purpose. The data is collected by the means of questionnaire
filled in by the employees at different posts of Nagpur area office. This
method of data collection is very popular particularly in big organizations.

Secondary Data:
Secondary data means data that are already available i.e., they refer to
data which has already been collected and analyzed by someone else. This
type of data information can also be used by the researcher for his use as
second hand information sources through which secondary data can be
collected. Secondary data may either be published data or unpublished data.

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Employee Retention
Introduction
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 diverse needs. A strong retention
strategy becomes a powerful recruitment tool.
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.
Intelligent employers always realize the importance of retaining the best talent.
Retaining talent has never been so important in the Indian scenario; In an intensely
competitive environment, where HR managers are poaching from each other,
organizations can either hold on to their employees tight or lose them to competition.
For gone are the days, when employees would stick to an employer for years for want
of a better choice. Now, opportunities abound.

Objectives of the study


1.To study about the employee retention of Wind World India in Shirahatti.
2. To ascertain the problems of the employee in the organization.
3. To find the difficulties of company to retain employees in manufacturing industry.
4. To study the Employee retention strategies adopted by the company.
5. To offer suggestions based on the study.

Need of the study


The researcher attempts to determine employee's retention in Wind World India in
Shirahatti..This study is designed to explore the main retention factors for Wind
World India in Shirahatti employees. The researcher also made an attempt to
understand about Employee's satisfaction in Wind World India, Shirahatti.

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Scope of the study:


Employee Retention refers to the techniques employed by the management to
help the employees stay with the organization for a longer period of time. Employee
retention strategies go a long way in motivating the employees so that they stick to the
organization for the maximum time and contribute effectively. Sincere efforts must be
taken to ensure growth and learning for the employees in their current assignments
and for them to enjoy their work.

Let us understand why retaining a valuable employee is essential for


an organization:

Hiring is not an easy process: The HR Professional shortlists few individuals


from a large pool of talent, conducts preliminary interviews and eventually
forwards it to the respective line managers who further grill them to judge
whether they are fit for the organization or not. Recruiting the right candidate
is a time consuming process.

An organization invests time and money in grooming an individual and


makes him ready to work and understand the corporate culture: A new
joinee is completely raw and the management really has to work hard to train
him for his overall development. It is a complete wastage of time and money
when an individual leaves an organization all of a sudden. The HR has to start
the recruitment process all over again for the same vacancy; a mere
duplication of work. Finding a right employee for an organization is a tedious
job and all efforts simply go waste when the employee leaves.

When an individual resigns from his present organization, it is more


likely that he would join the competitors: In such cases, employees tend to
take all the strategies, policies from the current organization to the new one.
Individuals take all the important data, information and statistics to their new
organization and in some cases even leak the secrets of the previous
organization. To avoid such cases, it is essential that the new joinee is made to
sign a document which stops him from passing on any information even if he
leaves the organization. Strict policy should be made which prevents the

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employees to join the competitors. This is an effective way to retain the
employees

The employees working for a longer period of time are more familiar with
the companys policies, guidelines and thus they adjust better: They
perform better than individuals who change jobs frequently. Employees who
spend a considerable time in an organization know the organization in and out
and thus are in a position to contribute effectively.

Every individual needs time to adjust with others: One needs time to know
his team members well, be friendly with them and eventually trust them.
Organizations are always benefited when the employees are compatible with
each other and discuss things among themselves to come out with something
beneficial for all. When a new individual replaces an existing employee,
adjustment problems crop up. Individuals find it really difficult to establish a
comfort level with the other person. After striking a rapport with an existing
employee, it is a challenge for the employees to adjust with someone new and
most importantly trust him. It is a human tendency to compare a new joinee
with the previous employees and always find faults in him.

It has been observed that individuals sticking to an organization for a


longer span are more loyal towards the management and the
organization: They enjoy all kinds of benefits from the organization and as a
result are more attached to it. They hardly badmouth their organization and
always think in favour of the management. For them the organization comes
first and all other things later.

It is essential for the organization to retain the valuable employees


showing potential: Every organization needs hardworking and talented
employees who can really come out with something creative and different. No
organization can survive if all the top performers quit. It is essential for the
organization to retain those employees who really work hard and are
indispensable for the system.

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Research design:
A research design is purely and simply the frame work plan for a study that guides
the collection and analysis of a data. In this study the researcher has adopted
descriptive 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.

The research approach:


Survey Method

The research instrument:


Questionnaire

The respondents:
The employees of the organization.

Sampling:
It is the process of selecting representative subset of a total population for
obtaining data for the study of the whole population, the subset is known as sample.
The sample size selected for the study is of 50 employees. The techniques of sampling
unit in this study are convenience sampling.

Convenience sampling:
In this method the sample units are chosen primarily on the basis of the
convenience to the researcher.

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Simple percentage analysis:


Simple percentage can also be used to compare the relationship
distribution of two or more items. For calculations the simple percentage the
following formula used.
Percentage of the respondents = Number of respondents/Total respondents*50

Questionnaire:
The questionnaire is prepared in such a way that is to correct the
comprehensive objectives of the study. Open end type of questionnaire is adopted in
this research.

Period of study:
The time period of the study is 30 days.

Limitations of the study:


The study suffers from certain limitations, they are as follows:
1.The data for the purpose of the study were only collected from employees of the
company.
2.The study concentrates only on some aspects of employee retention.
3.The primary data for the study were collected through questionnaire and the results
of the study may suffer from the inherent drawbacks of such instrument.

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Chapter 5
Analysis & Interpretations, Graphical Presentations
Analysis:
Analysis is classifying and rearranging the raw data to arrive at meaningful
interpretation.

Interpretation:
Interpretation is essential because it brings the outcome of the analysis into forefront.
1.It is through interpretation that the researcher can understand the abstract principles
that work beneath his founds. Through this he can linkup the same abstract with those
of other studies having the same abstract principle.
2.Interpretation leads the establishment of explanatory concepts that can serve as a
guide for tutor research studies.
3.Research can appreciate only through interpretation which can make other to
understand of researcher finding a per project study. The data collect are analyzed
sing simple percentage tool as the against the total number of the respondents.
4.The content analysis is presented in the form of tables and charts.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

AGE OF THE RESPONDENTS


S. No

Age

No of Respondent

Percentage

20 Years to 25 years

12

24%

26 Years to 30 years

20

40%

31 Years to 35 years

12

24%

Above 36 Years

12%

Total

50

25%

25
20
20
15

12

12
Age of the respondents

10

Percentage

6
5
24%

40%

24%

12%

0
20 to 25 years 26 to 30 years 31 to 35 years

Above 36
years

INTERPRETATION:
The above table shows that 24% of the respondents are between 20years to
25years of age, 40% of the respondents are between 26years to 30years, 24% of the
respondents are between 31years to 36years and 12% of the respondents are between
above 36years.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

EDUCATION QUALIFICATION OF THE RESPONDENTS


S. No

Level of Education

No of Respondent

Percentage

Secondary

4%

Diploma

28

56%

Degree

13

26%

Above Degree

14%

Total

50

25%

28

30
25
20

13

15

Level of education
Percentage

10
5

7
2

56%

26%

Diploma

Degree

4%

14%

0
Secondary

Above Degree

INTERPRETATION:
The above table shows that 4% of the respondents have completed secondary
education, 56% of the respondents are upto Diploma, 26% of the respondents are up
to UG degree & 14% of the respondents are up to PG degree.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

MARITAL STATUS OF THE RESPONDENTS


S. No

Marital Status

No of Respondent

Percentage

Married

31

62%

Unmarried

19

38%

50

25%

Total

Marital Status

38%
Married
Unmarried
62%

INTERPRETATION:
The above table shows that 62% of the respondents are Married, and 38% of
the respondents are Unmarried.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

Employment Status
S.

Employment

No

Status

Full-

No of Respondent

Percentage

27

54%

employment
2

Part Time

20

40%

Contract

8%

Total

50

25%

60
50
50
40
40
30

27
Employment Status

20

Percentage

10
54%

40%

8%

0
Full
employment

Part time

Contract

Total

INTERPRETATION:
The above table shows that 54% of the respondents are of full-employment,
40% of the respondents are of part time & 8% are of contract.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

How do you came to know about the Organization


S. No

How do you

No of Respondent

Percentage

came to know
about the
organization
1

Friend

13

26%

Relative

28

56%

Neighbour

4%

Nearby Home

14%

Total

50

25%

28

30
25
20
15

How do you came to know


about the organisation

13

10

Percentage

5
26%

56%

4%

14%

0
Friend

Relative

INTERPRETATION:

Neighbour

Nearby
Home

The above table shows that 26% of the respondents

came to know from friends, 56% of the respondents came to know from relatives,4%
of the respondents came to know from neighbour & 14% came to know from nearby
home.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

How Long Have You Been Working In This Organization


No of Respondent

Percentage

How Long Have You


Been Working In This
Organization
Below 2 years

22

44%

Two years to Four Years

16

32%

Four Year to Six Years

12%

Above Six Years

12%

Total

50

25%

S.
No

100%
100%
99%

44%

32%

12%

12%

99%

Percentage

98%

How long have you been


working in this organisation

98%

22

16

97%
Below 2
years

Two to four Four to six


years
years

Above six
years

INTERPRETATION:The above table shows that 44% of the respondents have


been working in this organization below 2 years, 32% of the respondents have been
working here from two to four years, 12% of the respondents have been working here
from four years to six years & 12% of the respondents have been working from above
six years.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

MONTHLY SALARY OF THE RESPONDENTS


S. No

Monthly salary

No of Respondent

Percentage

Below 6000rs

12%

6000rs to 12000rs

24

48%

12000rs to 18000rs

15

30%

Above 18001rs

10%

Total

50

25%

100%
100%
99%

12%

48%

30%

10%

99%

Percentage

98%

Monthly Salary

98%

24

15

97%
Below 6 rs

6000 rs to
12000 rs

INTERPRETATION:

12000 rs to
18000 rs

Above
18000 rs

The above table shows that 12% of the respondents are

having below 6000rs as monthly income, 48% of the respondents are as monthly
income between 6000 to 12000, 30% of the respondents are between 12000 to 18000
as monthly income and 10% of the respondents are between above 18000 as monthly
income.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

MOTIVATION OF THE JOB

25

S.

Motivation of the

No of Respondent

Percentage

No

job

Salary

23

46%

Native of job

15

30%

Reputation

12%

Others, Specify

10%

Total

50

25%

23

20
15
15

Motivation of the Job


10

Percentage
6

5
46%

30%

12%

10%

Salary

Native of Job

Reputation

Others

INTERPRETATION:
The above table shows that 46% of the respondents are motivated by salary,
30% of the respondents are motivated by native of job, 12% of the respondents are
motivated by reputation & 10% respondents are motivated by some other parameters.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

OPPORTUNITY TO SHARE YOUR IDEAS AT WORK


Opportunity to share

No of

your ideas

Respondent

Yes

23

46%

No

27

54%

Total

50

25%

S.
No

Percentage

28
54%

27
26
25
24
23
22

Percentage
46%

27
Opportunities to share your
ideas

23

21

20
Yes
No

INTERPRETATION:
The above table shows that 54% of the respondents dont have opportunities
to share their ideas at work, 46% of the respondents have opportunities to share their
ideas at work.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

WORKING HOURS
S. No

Satisfied With

No of Respondent

Percentage

18

36%

No

32

64%

Total

50

25%

Working Hours
1

Yes

35
64%
30

25
20
36%
32

15
10

Percentage
Satisfied with working hours

18

5
0
Yes

No

INTERPRETATION:
The above table shows that 36% of the respondents are satisfied with working
hours, 64% of the respondents are not satisfied with work schedule.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

Relationship with Co-workers


S.

Relationship

No

With Co-

No of Respondent

Percentage

Workers
1

Good

18

36%

Better

22

44%

Best

10

20%

Total

50

25%

25
44%
20
36%
15
10

22
18

Percentage
20%

Relationship With Co-Workers

10

0
Good

Better

Best

INTERPRETATION:
The above table shows that 36% of the respondents have good relationship
with co-workers, 44% of the respondents have better relationship with co-workers &
20% of the respondents have the best relationship with their co-workers.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

Does Management communicates effectively with employees:


S. No

Does Management
communicates
effectively with
employees:

No of Respondent

Percentage

Yes

17

34%

No

33

66%

Total

50

25%

33 respondents

35
30
25
20

Does Management
Communicates Effectively
With Employees

17 respondents

15

Percentage

10
5

66%

34%
0
Yes

No

INTERPRETATION:
The above table shows that 34% of the respondents say management
communicates effectively with employees, 66% of the respondents say management
doesnt communicates effectively with employees.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

career enhancement opportunities


S.

Percentage

career
enhancement
opportunities
Yes

No

No of Respondent
21

42%

No

29

58%

Total

50

25%

35
30

58%

25
20

42%
Percentage

15
10

29

Career Enhancement
Opportunities

21

5
0

Yes

No

INTERPRETATION:
The above table shows that 42% of the respondents say company provides
career enhancement opportunities for them , and 58% of the respondents say
company doesnt provide career enhancement opportunities for them.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

If you want to leave the organization, what would be the reason:


S.

Reason for

No

leaving

No of Respondent

Percentage

organization
1

Marriage

4%

Team Co-

14

28%

Ordination
3

Career

20

40%

Opportunity
4

Others

12

24%

Total

50

25%

25

20

20
14

15

12

10
5

4%

28%

40%

24%

Reason for Leaving


Organisation
Percentage

INTERPRETATION:
The above table shows that 4% of the respondents

reason for leave is

marriage, 28% of the respondents reason for leave is team co-ordination, 40% of the
respondents reason for leave is career opportunity, and 24% of the respondents reason
for leave is other reasons.
Page No. 69

Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

LIMITATIONS OF THE STUDY


Given the explorative nature of the study, some limitations of the data should
be stated. The research focused attention on the impact of employee retention. Due to
limited time and resources only 50 respondents were drawn. Another problem
encountered on the field is the timeframe within which respondents completed the
questionnaires and returned it to the researcher. Respondents took a longer period to
complete the questionnaires as they were most times busy with their work. Thus
leading to a delay in the collection of data.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

Chapter 6
FINDINGS, SUGGESTION AND CONCLUSION
Findings:
1.Organization culture play important role in employee retention. Family support is
considered significant factor in employee retention.
2.Compensation, reward and recognition play a key role in employees motivation
which leads to employees retention in the organization.
3.Employee career advance aspect or promotion opportunities have significant
relation with employees retention and considered as important factor in employee
retention.
4.In the area of work environment it is found that this is a key factor in employee
retention, it is also found that employee leave the job due to work environment.
5.Majority 40% of the respondents out of 50 are between the age group of 26 30
years.
6.Majority 56% of the respondents have completed Education upto Diploma.
7.Majority 62% of the respondents are married.
8.Majority 46% of the respondents have full employment position in the organization.
9.Majority 56% of the respondents have come to know about the organization through
their Relatives.
10.Majority 34% of the respondents have been working in the organization from 2 to
4 years.
11.Majority 48% of the respondents have monthly salary in the range of 600 to 12000
r.s per month.
12.Majority 48% of the respondents are motivated by native of job.
13.Majority 54% of the respondents dont have opportunities to share their ideas at
work.
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14.Majority 64% of the respondents are not satisfied working hours.
15.Majority 44% of the respondents have better relationship with co-workers in the
organization.
16.Majority 66% of the respondents are disagreeing in relationship with management.
17.Majority 58% of the respondents say company doesnt provide career enhancement
opportunities for them.
18.Majority 48% of the respondents reason for leaving organization is career
opportunity.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

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RETENTION

Suggestions:
Retaining key personnel is critical to long term success of an organization. A
etention Strategy has become essential if your organization is to be productive over
time and can become an important part of your hiring strategy by attracting the best
candidates. In fact, some companies do not have to recruit because they receive so
many qualified unsolicited submissions due to their history of excellence in employee
retention. How do you get your employees to "fall in Love" with your organization?
This is a great question. Some of the suggestions for this can be summarized as
follows:

1.Provide better motivations to the employees. So that improves the satisfaction of the
employees.
2.Maintain a good relationship with the employees that help to improve their
production.
3.Change their work schedule and policies of their organization
4.Develop their infrastructure facility of their organization.
5.Reduce their employee retention problem and provide promotion offers to their
employees
6.Provide career opportunities to the employees.
7.Provide Compensation, Rewards and Recognition to the employees.
8.Provide promotions opportunities to the employees.
9.Offer fair and competitive salaries.
10.Provide job security and statutory benefits to their employees.
11.Provide training programs for their employees
12.Provide proper incentives to the employees
13. Improve its working environment and culture as it has the potential to retain
employees, which will help it to retain its valuable assets (employees).

Page No. 73

Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

Conclusion:
The research has a humble attempt in identifying the causes of employee
retention and come up with a few suggestions. Wind World ( India) Limited has a
high level of employee retention.
So, the management has simply to concretize people and live them alone with
an environment in which they find it possible to behave appropriately, identify the
problem, appreciate the need to resolve it, identify the factors and contributing to the
problem and behave in ways that would either eliminate the casual variables or reduce
their influence on the problems. Though slow, the process of concretization is sure to
produce the desired results conducted in proper ways.
Employees comprise the most vital assets of the company. In a work place
where employees are not able to use their full potential and not heard and valued, they
are likely to leave because of stress and frustration. They need transparent work
environment to work in. In a transparent environment where employees get a sense of
achievement and belongingness, where they can best utilize their potential and realize
their skills. They love to be the essential part of such organization and the company is
benefited with a stronger, reliable work-force harboring bright new ideas for its
growth.

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Karnatak University Post Graduate Centre, Gadag-Betgeri

A STUDY ON EMPLOYEE
RETENTION

BIBLIOGRAPHY
References:

Reports

Website:
www.Wind World India.com
www.google.com

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Karnatak University Post Graduate Centre, Gadag-Betgeri

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RETENTION

Questionnaire
I Nadeem Ahmed M lakkundi, first year MBA student of Karnatak University
Post Graduate Centre, Gadag, undergoing a 2 months Summer In-plant
Training (SIP) in your company on Employee Retention as part of my MBA
curriculum. The finding of this research will be presented to the University. The
data will be confidential and used for academical purpose only and identity of
sources of information will not be disclosed. I would therefore be very grateful if
you could spare sometime to respondent to this questionnaire.

1.Name:

2.Age :
a. 20years To 25years [ ]
b. 26years To 30years [ ]
c. 31years To 35years [ ]
d. Above 36yers [ ]
3.Level of Education
a. Secondary
b. Diploma
c. Degree
d. Above degree
4.Marital Status:
a. Married [ ]
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Karnatak University Post Graduate Centre, Gadag-Betgeri

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RETENTION
b. Unmarried [ ]

5.Employment status
a. Full employment
b. Part-time
c. Contract
6. How Do You Come To Know About The Organization:
a. Friend [ ]
b.Relative [ ]
c.Neighbour [ ]
d.Nearby Home [ ]
7.How Long Have You Been Working In This Organization
a.Below Two Years [ ]
b.Two Years To Four Years [ ]
c.Four Year To Six Years [ ]
d.Above Six Years [ ]
8. Monthly Salary:
a.Below 6000rs [ ]
b.6000rs To 12000rs [ ]
c.12000rs To 18000rs [ ]
d.Above 18000rs [ ]
9. What Motivated You To Take Up Job:
a.Salary [ ]
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RETENTION
b.Native Of Job [ ]
c.Reputation [ ]
d. Others, Specify________________________________________________
10.Do You Have An Opportunity To Share Your Ideas At Work:
a.Yes [ ]
b.No [ ]
11.Are You Satisfied With The Working Hours:
a.Yes [ ]
b.No [ ]
12. How is your relationship with co- workers:
a.Good
b.Better
c.Best
13. Does Management communicates effectively with employees:
a.Yes
b.No
14.Do You Feel That The Company Provides Career Enhancement Opportunities For
Your Growth And Development:
a.Yes [ ]
b.No [ ]
15.If You Want To Leave The Organization, What Would Be The Reason:
a.Marriage [ ]
b.Team Co-ordination[ ]
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RETENTION
c.Career Opportunity [ ]
d.Others, Specify_________________________________________________

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Karnatak University Post Graduate Centre, Gadag-Betgeri