Research Methodology

As per Collis and Hussey (2005) research is a systematic technique by which the data
could be collected, examined and deduced so as to understand the incidence about
which the researcher is a lot fascinated.

The chief motive of the research was that the scholar must search the aspects in the
corporation that has an influence on the senior persons working in the corporation with
reference to the retention of the higher management staff. The chief motive of assisting
the corporation is making it capable enough to formulate plans that are associated to
the retention of the staff and the corporation has to update the persons about the
outcome of the research. The research has been prepared after a suitable study with
reference to the professional growth, compensation, affirmative appreciation, staff
member involvement and administration that have an affirmative influence on the
retention of the employees in the corporation. The approach that has been employed in
the current research is the procedural approach that was put forward by the Collis and
Hussy (2009) in which the qualitative as well as the quantitative approach have been
employed. Hence these methods give an authorization also that was not granted by Gill
and Johnson (2002). In the current research the researcher has employed the primary
as well as secondary technique to look for the information.

The procedure of procuring an answer to certain question in a methodical way is called

the research methodology. It comprises of the several stages and processes that are
used by the scholars to investigate the theme of the study and the scopes related to it.
Any person who is occupied with certain exploration or research has to be familiar and
assertive with the investigation techniques and processes as well as the procedures to
do the research. The research methodology blends the investigation techniques and
processes along with the motives and the causes that are reason for the use of these
processes.

Every research methodology has 3 standards. The standard can be defined as a means
of collective group of entire norms, sense and ideas that describes the methodology of
the study. The 3 standards of the study as talked over are:
 1. Quantitative
2. Qualitative
3. Mixed research

Quantitative research

The present research is done mostly on the grounds of gathering of quantitative

information. Quantitative data here implies the quantifiable extents and measures. It is
valid for problems or difficulties that can be characterized or revealed by a particular
computable measure. Its features are:

 The human conduct engaged in the research is constant and can be projected.

 The technique is based on inference from the genuine information that are
quantifiable entities.

 The emphasis of the research is founded on quantifiable entities that are

employed to recognize any theoretical incidence.
 The character of the research is objective type.
 The aims of this study are to define and describe a specific method and forecast
the results.
 The data gathering process is founded on exact and strict techniques of quantity.
 The outcomes can be comprehended generally.
 Data study is founded on numerical methods.

The human resource principally comprises of the managing of the persons, quantitative
research approach is a technique in which the participants or the person who are under
study or used for gathering data gives the scholar with more enhanced and thorough
responses which have proven important for examining the information required for this
study. For some company to do certain research based on quantitative numerical on the
performance of the firm, it is extremely essential to investigate the performance of the
staff.
Qualitative research
The qualitative research has been discovered from the societal science and it is related
to the social conduct of the individuals.
Data Analysis
Since 50 questionnaires were dispersed, a summary of the answers established from
the people regarding the questionnaire is presented in tabular and graphical
appearance. Subsequent to every part, the outcome is conversed. For analytical
reason, every questionnaire result was established to be dependable. The section ends
with a summary of all the results.

Data Collection Tools

The data could be grouped in two elementary kinds:

 Primary data
 Secondary data

Primary Data

The data which is gathered for the study during research under process is termed as
primary data. The primary data can be gathered by three ways:

1. Observation
2. Questionnaire
3. Interview

Secondary Data

The data which is gathered for some definite cause and has been provided and can be
pulled out from the archives of the corporation and from its journals is termed as
Secondary data.

In my research I have employed primary as well as secondary kind of the data. The
technique used to gather primary data is a properly planned questionnaire. The
resources that were used for the gathering secondary data were the HR strategy
handbook of the companies involved and the data from the web pages and business
journals of the firm.

Research Approach

Inductive approach

Inductive approach is the approach of expansion of a hypothesis which forms as the

basis of the research. This approach is also known as a foot to head approach. It is
generally related to qualitative research.

Deductive approach

Deductive approach is the opposite of the deductive research and a definite issue is the
centre of the research. Hence it is also known as a top to down approach. It is generally
associated and is followed in quantitative research. In the present research the
researcher has adopted an deductive research as there is no hypothesis and
researcher is framing the study on a specific issue.

Quantitative research

The primary study conducted on the present research is entirely based on quantitative
data collection method. The quantitative method is the use of statistical and numerical
data that can be measured and represented in form of quantities. The quantitative
method was used owing to the limited time period of the study wherein qualitative
technique would have needed more time since the sample comprises of employees
from various organizations. Further, it was not feasible take detailed feedback from
employees form the various organizations under study that is needed for qualitative
techniques. Further, the study required exact details regarding satisfaction levels and
other data that cannot be acquired by means of qualitative study. Furthermore, the aim
of the research is to provide a generalized result that can be applied to all the
organizations, and this can be achieved only through measurable data, hence
quantitative research is the most suited for this research.
Qualitative research

The qualitative research has developed out the social science and it is concerned with
the social behavior of the people. The qualitative technique has emerged from social
science and is basically the study of social behaviour of people. Under the present
research qualitative study has also been adopted as internal environment of every
organization differs and thus a generalized statement regarding the satisfaction levels of
employees and other aspects cannot be achieved by means of merely quantitative
analysis.

Interviews

Interviews are discussion with subjects under study on a certain theme or topic under
study. Various issues and questions are out forward and a detailed feedback of the
participant is on the queries are acquired.

There are two types of interviews, namely

 Structured interview
 Unstructured interview

Structured Interviews
In structured interview a general topic is given and they are asked to discuss their
opinion upon it. Every respondent is given sufficient time to put forward their views
Unstructured interview

Under unstructured interview a set of questions are put forward to the respondents and
they can provide their feedback at a later time.

In the present research the researcher has adopted a unstructured interview technique
as bringing together various participants at a single place was not feasible owing to tight
schedule of higher level managers.
Research Strategy

Case Study

This comprises of a thorough analysis of a certain situation or a person or an

organization.

Survey

A survey is conducted by distributing a predesigned set of questions among the

targeted participants. In the present research the survey strategy has been utilized by
implementing questionnaires based method. The survey was used because retention
and human resource strategy is different in different organizations hence a stidying a
single case would to be sufficient for the study.

Strengths of the questionnaire Based Data Collection Instrument

The main benefit in the data gathering process based on questionnaire was the
influential method which can be applied in the specified time span. Further, it was
tremendously handy together for the researcher as well as the participants.

Further, the questionnaire based method let the participants to give their responses
liberally devoid of any constraints and fear. Moreover, due of the guarantee of the
secrecy of the individuality, the participant gave unbiased feedbacks. Besides, the
questionnaire provided sufficient time to recall and reply and also had possibility for
altering the answers. It was very advantageous taking in account the several restrictions
related with different data gathering methods.

Design of the Questionnaire

The design of the questionnaire was associated to the formation of plans instead of the
retention concept and they too have structure concerns. The structure of the study is
taken by the aspects or the grouping from the section two. The questionnaire was
designed by means of plain and simple concepts about the study. The questionnaire
was made keeping in mind the main objective to provide the answer to the study
questions. In that the questions were converted into topics and the participants were
requested to give their opinions about it.

The structure of the study was dispersed in 6 sub segments in which the particulars of
the retention could be specified.

A. Retention Strategies

B. Career Development

C. Remuneration

D. Positive Recognition

E. Staff Engagement

F. Management

Testing the Questionnaire

Before circulating, the questionnaire was circulated to 10 participants for the analysis.
The pilot study is a very essential entity of analysis of the questionnaire before the
circulation. The questionnaire was sent to the participant over the e-mail. The
participants were told that the secrecy of their identity will be maintained and only on
their desire the identity would be disclosed otherwise not.

Sampling

Random sampling was employed. The sample comprises of senior managers and
personnel from some well known companies of India. The name of the company have
not been disclosed as per the request of the mangers.

Distribution

The questionnaire was sent to 50 participants over the e-mails. The address of persons
which were selected to mail the questionnaire has to be provided from the management
roll of the selected companies. The questionnaire was kept along with a cover note and
the scholar had asked to return the questionnaires to him once they are done with it.
Also questionnaires were e-mailed to managers from companies in the business in
order to study their opinions about the problems.

Limitations of the Study

 Because of the character of the interview centered technique, a noticeably less

populace of the businesses can participate for the research.
 The verdict and the outcomes could not be summarized in general. Here, this
implies that the verdicts and the remarks documented from a specific interview at
any instance cannot be same as other.

The documentation and the analysis of the questionnaire had been done in a particular
time intermission. This has a main disadvantage as the situations and atmosphere may
vary previously or in the time to come and therefore there can be few disagreements in
the information documented as compared to the genuine skills that may differ to some
extent as per the time frame for which it is noted. For example, the company may have
provided incentives to the staff keeping in mind the profit in view or any other cause;
consequently this would have raised their enthusiasm intensities and could influence the
participant’s own opinion on the matter of the questionnaire.

 The employee can be partial in the response

There are prospects that some persons may be partial and may not give exact
information of what they have been through and their true opinions. This may be
because of the individual gratifications and doubt about the secrecy of the questionnaire
or may consider the questionnaires to be a segment of an in-house research of the
company and therefore it is better to provide positive responses to the query rather than
giving genuine information.

 Lack of faith on format

The participants may not be assured of the secrecy of their identity. He/she may be
afraid that their individuality may be exposed and as a result feel reluctant to give actual
response or any information at all.
Questionnaire could not be distributed in comprehensive form. There may be situations
where the participant may not get the complete questionnaire because of the technical
causes or some other reasons. Consequently, this will lead to inadequate data.

 Lack of interest

There will be cases when the participant might not be interested in replying the queries
however could have replied with just for formality sake and hence providing unusable
data which can at times be distracting as well.

Strengths of the questionnaire Based Data Collection Instrument

The main benefit in the data gathering process based on questionnaire was the
influential method which can be applied in the specified time span. Further, it was
tremendously handy together for the researcher as well as the participants.

Further, the questionnaire based method let the participants to give their responses
liberally devoid of any constraints and fear. Moreover, due of the guarantee of the
secrecy of the individuality, the participant gave unbiased feedbacks. Besides, the
questionnaire provided sufficient time to recall and reply and also had possibility for
altering the answers. It was very advantageous taking in account the several restrictions
related with different data gathering methods.

Measures To Minimize the Effects of the Limitations

To diminish the influence of the limitations several methods were developed. To

minimize the threats linked with incorrect data being given, every response of the
participant was re-assessed for any incidence of a specific or impractical response
related to the situation. For covering the technical issues, every participant was
requested to respond whether he has got the whole cluster of forms for a second time in
event of denial.

Moreover, the questionnaire was planned remembering that the queries may not lead to
doubts in the thoughts of the participants and they may interpret the intentions
mistakenly. It was clearly explained that the questionnaire is entirely for educational
purpose and the participants were respectfully asked for their feedbacks. Further, they
were also guided that the research will eventually help them. As the research targets at
enhancing the senior staff which are essentially the participants themselves, these
measures were commenced to ensure that all persons who were a part of the research
reply the queries with full keenness and honesty. Moreover, to diminish any anxiety that
the questionnaire may be the portion of any in-house research of the firm, the motives
and the entire detail regarding the questionnaire was described in a way that
participants completely agreed that the research was purely an educational practice and
has significant implication for their individual welfare. This was tremendously essential
for preventing lack of curiosity of the participant in the questionnaire. Further, it was a
concern as well to observe that the participant is not biased in his attitude. For this we
began with the cross examination to make sure of any overstatement. If some
overstatement of affirmative information of the firm was observed then the entire
questionnaire was revaluated to look for the biased and unfair method of any
participant.

The several approaches were used remembering that doing study on the schemes for
the growth of employee management involves the managing of the persons or the
personalities. Hence the utmost significant aspects that had to be taken in account and
which were very decisive to the research were the employees themselves. Therefore
while choosing some specific research methodology for some particular information
gathering methods; it was very crucial that it links with the human conduct and response
features of the research. The research structure could not be based out of the facts as
they just disclose performance however not the in-house approach of the staff in the
direction of the company. Hence there can be instance when for certain span a
company may demonstrate fine performances by quantitative research however its staff
might be weakening we talk about their obligation and enthusiasm in the direction of the
company in time yet to come. Further, for any research, the information gathering
method used should take into account both the character and the time confined
activities that are related. These gathering methods have to be simple enough to let
open movement of the productive along with the censure of the guidelines and the
situation. They should reveal the pleasure as well as satisfaction of the participant along
with his frustration.

Data Analysis
As 50 questionnaires were circulated, a summary of the responses proven from the
individuals about the questionnaire is available in a table and graphic form and is
available in the parallel sequence of the question in the research questionnaire. Next to
each section, the result is stated. The conclusion of this research throws an additional
light on the discussion.
Results

Conclusions of the questionnaire A

The retention approach about the influence on the inspiration to work at the firm

Q No. Motives Differ Approve

1 The firm is a fine investor in 10 40
persons
2 The firm nurtures an 20 30
atmosphere in which the
miscellaneous persons can
work collectively and
efficiently.
3 Staff is treasured as the 05 45
possessions to the firm

4 The firm helps the staff in 20 30

maintaining perfect work life
equilibrium
 The retention strategy about the influence on
the inspiration to work at the firm

The company assists the

employees and ideal work life…
Employees are valued as the
assets to the company
The company fosters an Agree
environment in which the… Disagree
The company is a good investor
in people

0 20 40 60
No.of Respondents

As shown in the overhead table, an appealing portion of participants approve that they
are valued as possessions to the firm. 30 participants approve that the firm assists
employees to maintain ideal work-life equilibrium. Furthermore, 30 participants agree
that the firm nurture an atmosphere where mixed individuals can work collectively and
effectively. Also, 40 participants agree that the firm is an outstanding investor in its
human resources or staffs.
Career Development

Q No. Motives Differ Approve

Company offers
human resources
the under
mentioned aid for
their career growth
5 The firm offers 20 30
monetary help
6 The firm offers 14 36
education holiday
7 The firm offers 10 40
operational
exercises

Career Development

The company provides effective

training

The company provides study

leave Agree
Disagree
The company provides financial
assistance

0 20 40 60
No.of Respondents
From 50, 30 participants approved that the firm provides monetary help such as
educational loans, etc. to their staffs. Furthermore, 36 approved that the firm offers
leaves for education to their staffs. Also, 40 participants approved that the firm offers
operational exercise to their staffs.

Remuneration

Q No. Motives Differ Approve

8 Total Remuneration 12 38
is reasonable
9 Marginal welfares 14 36
are fine
10 Salary Gratification 8 32
11 Worthy Service 6 54
Incentive

Remuneration

Good Service Bonus

Pay Satisfaction

Agree
Fringe benefits are good
Disagree

Total Remuneration is
competitive

0 20 40 60 80
No.of Respondents
From 50, 38 participants approved that the complete compensation of the firm is
reasonable. Furthermore, 36 approved that the peripheral paybacks of the firm are fine.
Also, 32 participants approved that they are gratified with the pay provided by the firm.
Moreover, 54 participants approved that firm offers fine service incentives to the senior
staffs.

Positive Recognition

Q No. Motives Differ Approve

12 Managers get 10 40
acknowledgment on
worthy performance
13 Firm provides 12 38
worthy performance
promotions

Positive Recognition

Company offers good

performance appraisals

Agree
Disagree
Employees get recognition on
good performance

0 20 40 60
No.of Respondents
From 50, 40 participants approved that the staffs of the firm get appreciation when their
performance is good. Also, 38 participants approved that the firm provide worthy
performance promotions to their staffs.

Staff Engagement

Q No. Motives Differ Approve

14 Care about the well- 14 36
being of the branch
15 Happy with the 20 30
designation in the
branch

Staff Engagement

Satisfied with the role in the

department

Agree
Disagree
Care about the welfare of the
department

0 20 40 60
No.of Respondents

From 50, 36 participants approved that they care regarding the well-being or the
prospect of their branch. Also, 30 participants approved that they are happy with their
designation or job allocated in their specific branch.
Findings of the Questionnaire B (Respondents from other companies in the
industry)
Management

Q No. Motives Differ Approve

1 Management 14 36
converses evident
vision and objective
2 Management 8 42
assists fresh
thoughts
3 Management 10 40
recompenses staffs
of the firm

Remuneration

Management rewards
employees of the company

Management supports new

ideas Agree
Disagree
Management communicates
clear vision and mission

0 20 40 60
No.of Respondents

From 50, 36 participants approved that the management of the firm converses evident
vision and objective to their staff. Besides, 42 participants approved that the
management of the firm assists fresh thoughts. Also, 40 participants proven that the
management of the firm recompenses their staffs.

Possible Reasons for Leaving the Company

Q No. Motives Differ Approve

4 Unsatisfied with the 12 38
current profession
5 Receiving less 14 36
salary
6 Anticipated to start 42 8
own venture

Possible Reasons for Leaving the Company

Desired to get self employed

Getting lower remuneration

Agree
Disagree

Unsatisfied with the present job

0 20 40 60
No.of Respondents

From 50, 38 participants approved that they are displeased with their current profession
and it is the chief motive for resigning the job. Also, 36 participants approved that they
get lesser salary and due to this they commonly quit their job. While, just 8 participants
approved that they wish to start their own ventures and because of this they desire to
quit their job. This connects with the finding of the staffs of the company group in which
from 50, 36 participants approved that they care about the well-being or the prospect of
their branch. Also, in the company group participants approved that they are happy with
their job or designation allocated in their individual branch.

Quantitative Findings
A fact has been evolved from the findings of the study that there exists an extremely
important link among the features of the firm and the retention of the staffs in the similar
firm. The firm has also selected a method which will offer the worker a genuine route
and give few suggestions by means of which the staff could be retained in the similar
firm as well. This method is focused in the direction of the career development of their
staffs. This line up with the conversation in the literature review in which it was said by
Schuler and Jackson (2006) that the better opponent is one which enhances their staff
in order to make them ready to face all the possibilities that could arise and also for the
time where they could put in their full strength so as to attain their objectives. In case
the staffs and the company have to accomplish a competitive benefit over its opponents
in that situation they have to improve the expertise of the employees. The term career
development could be observed as a tool by which the managers are capable to look for
the requirements and desires of their staffs. By providing the opportunity by which the
careers of the individuals could be progressed is that they would have to be dedicated
for the company in which has employed them.

The chief administrative aspect is the career development in that by the model of The
company the persons search that nearly 90 percent of the staffs got that there was no
future in the firm for career development and nearly 89 percent of them mention that
their individual desires for the growth were not satisfied the way they wanted and nearly
79 percent of them mentioned that neither of them in the firm had been through the
training and guidance packages that would enhance their skills. The conversation in the
literature review syncs with this feature of the findings and it shows that it will be a
severe condition for the firm’s retaining strategies. As talked over in the review that
growth aspect is there in each big firm and when any staff member senses the
requirement to utilize it they can effortlessly do. So as to recognize this goals of the firm
and they should do what the firm has assured to them. The researcher have termed the
career development as the procedure by which constant or active and they have to go
through from several levels or stages and in each level they have to answer every non-
similar queries, jobs or subjects. Horwitz (2008) mentions that in the time to come the
nations such as Japan, china and several other Asian nations will be confronting a
severe risk of absence of trained and partially-trained employees. Accordingly in that
situation the entire load of the trained staff will be confronted by the nations and after
that they will confront few issues in the worldwide market with reference to the staffs.

The advices made by the scholar are very supportive for the organization when the firm
is deciding the yearly policy with reference the career development of the staffs.

In the firm nearly 89 percent of the individual’s mention that the questionnaires were
done in the firm in specific interval and nearly 89-99 percent mentioned that they were
not pleased about the sub-groups available in the administrative aspect that was
positive credit. It was the scholar’s advices that the performance management and the
development mechanism should be comprised in the research.

This syncs with the conversation in the literature review in which it was observed that
from years the staffs of the dissimilar firms expected that their job profile should be
extremely innovative, valuable and the job should be very stimulating (Phillips and
Connell, 2003). The findings and the outcomes of the questionnaire reflects the
conversation in the literature review that for maximum of the staffs their works reveals
their persona and they sense the necessity that they need to employ their brains in any
kind job they are working on in their occupation and they are of the opinion that this
would be an significant input for the development and the progress of the firm. In case
during their profession they do not figure out of what they are expecting from the
profession they will not look for another career, instead they will hang on the similar
profession.

Presently, the staffs in the firm are turning out to be enough capable to manage the
atmosphere of the office in which they are employed. Besides, the basic answer to this
is that they should build up their interaction skills so as to make our task easier. Hence
the staffs should select that firm in which the interaction structure is extremely supple
(Phillips and Connell, 2003).

Numerous personnel are searching for that mechanism wherein the staffs get more
incentives which demonstrate their input in the firm (Schuler and Jackson, 2006). In the
firm wherein they are not rewarded on performance basis, then the employees search
for the firm which provides the right worth of their services and the aptitudes.

Moreover in the firm the staffs desire that their appreciation should be returned in form
of money and not just as reward for the hard work that they have paid to the firm. For
several ages in the firm the simple gadget that is the cause of the encouragement is the
firm’s consistent response that it takes from the staffs and enhances the area wherein
they are behind others.

Qualitative Findings

Introduction
This chapter gives the results of the qualitative section of the research. It is an in-depth
interview with HR managers of a large Indian Organisation was conducted. The
interview questions were made to reflect below research questions:
1. Is the importance placed on HRM factors linked to retention?
2. How are these influential HR factors managed in organisations?
3. Who are core employees?

Respondents’ Profile
The partaking company was from India and function in various areas like
telecommunication, exploration, education, Oil and Gas, Insurance etc. This
organisation is one the largest organisation of India with over more than 10000
employees. From Interview it has been noted that more than 52% of employees in there
organisation are core employees.
The rationale for getting the percentage of core staffs of participating organisation was
to find out the significance the organisation give on retaining a sensible level of core
staffs within its organisation. The company does nevertheless admit that cost restraints
and the nature of the working sector were the influential factors for their lesser selection
of core staffs. Seventeen HR managers were interviewed. They consisted of 12 females
and 5 males. With respect to their experience with the company 7 of the HR managers
are there for more than 6 years, 5 are between 3-4 years and remaining are less than 2
years with the company.

Interview Outcomes
Primarily, the interviewees were told to point to the classification of their key employees.
The following character has been chosen by respondents as per their impotence for
their core employees:
1. Have knowledge, talent and characteristics that are directly associated with the
current or future goals of company.
2. Maintain or adhere to the company's traditions and vision.
3. Distribute their skills and information's to make sure companies success.

The interviewees also recognised that individual quality, approach to commitment and
principles and principled performance to aid company culture as more important. These
answers give a better view of how organisation describes their core staffs and this is
evidently transformed in their staff recruitment.
In the next part of the interview, interviewees were told to discuss HRM factors (HR
factors and Organisational factors).

Q. Which HR factors are responsible for the retention of the core staffs in an
organization?
In regards to this question, the interviewees acknowledged HR factors in relative to
retention of their core staffs. 4 Hr manager told that effective recruitment plays an
important role in retaining their core employees. Moreover, 3 HR managers told that
exciting job opportunities are considered as most important factor. On the other hand 4
HR managers argued the interview discussion and told that training, learning and career
growth were considered as the most significant factor in retaining their core employee.
While, 5 HR managers told that compensation equity should also be considered as
important factors as most of the organisations have good packages of their staffs.
Arguing the statement 1 HR manager thinks that remuneration and employee
recognition has a bigger impact on employee retention than compensation equity.

Q. Which organizational factors you would recommend that are important for the
retention of the core staff in an organization?

The interviews were asked to recommend some organisational factors with respect to
the core employee retention. 3 HR managers recommended effective leadership and
management policy to retain their core employees. Moreover, they also told that good
leadership and better management policies helps in employee retention vastly. On the
other hand 5 HR managers feel company culture and policies was important for core
employee retention. Similarly, 5 HR managers recommended interaction and
consultation and they feel these as important factors. 2 HR managers feel that
association at work place is an important factor. On the other hand, 1 HR manager
argue and recommended that working culture is an important factor that plays role in
employee retention.

From the interview it has been established that factors like professional and personal
life balance, team unity and adequate working conditions are responsible for changing
the working nature. Exciting job chances and training, learning and career enhancement
were also pointed out as important issues for today's Generation employee. Many of the
interviewees termed effective leadership and management as a important factor for the
employee retention.

This section offered the outcomes of the one to one in-depth interviews with17 HR
managers of the Industry. The interviews investigated the association among the
acknowledged HRM factors and the retention rates of the participating business units of
the Industry. Additionally, it inspected the efficient running of these HRM factors by the
partaking company.
Discussion

The main aim of this section is to amalgamate the qualitative and empirical outcomes
from chapter four to offer a respond to the principal research question of this study i.e.
whether HRM practices can in fact influence the retention of core staffs.

The influence of HRM factors on retention of core employees was examined in two
stages. The stage of the study that is one to one in-depth interview was carried out to
verify the findings of literature review investigating the present retention management
policies of Indian organizations. Therefore, this qualitative method gives larger insight to
the visions of the HR strategy formulators on the retention of their staffs.

Firstly, the conclusions of the Stage 1 established the validity of the HRM-retention
factors acknowledged from the literature review. More explicitly, the results give facts
that these retention HRM parameters were present policies implemented by partaking
organizations to fight attrition. If high involvement and commitment HR procedures are
used highly then it is possible to have two bigger implications. One, as previous studies
by different authors (Arthur, 1994; Huselid, 1995; Shaw, Delery, Jenkins, & Gupta,
1998)

Suggested that high commitment and involvement in to work procedures increases staff
retention. Second, bigger use of these procedures may add to organisations exposure
to allocations connected with the staff loss (Guthrie, 2001). Huselid (1995) proposes,
after conducting a research of over 900 US companies, that HR practices can be
classed into two groups: one that enhances skills, and second that increases staff
motivation. The research observes that 1st group HR practices i.e. include recruitment;
training, learning, and development are connected with incomes and financial
accomplishment, and the 2nd group HR practices i.e. Staff motivation includes
performance evaluation and reimbursement actions are linked with quantification of
efficiency. Arthur (1994) likewise discovers an intense association among staff retention
and productivity in high involvement and commitment HR practices.

Secondly, findings from this qualitative approach pointed that firms that administer their
HR efficiently may have superior retention of their staffs. As reported by Huselid (1995)
that from the trial of 968 organizations that those adopting complete staff employment
and selection process, broad staff participation and training, and proper performance
evaluation related to incentive reimbursement were expected to have inferior staff
turnover, superior productivity, and improved business financial result. Many other
researches seem to endorse this perception (Delaney and Huselid 1996).

Thirdly, the outcomes of Stage 1 point towards those holistic and differential HR
strategies were likewise accepted by partaking companies. Even though it may be in
some instance that few organisations deal with all staffs in the similar way, despite of
their worth and exclusivity, findings of this study confirm that most of the firms make
noteworthy divisions in the approaches they adopt for diverse skill groups and that they
are vital factors of company performance. In addition this outcome endorses the
theoretical HR model given by Lepak and Snell (1999) which promotes a different
investment policy for different types of staffs. High Involvement or commitment human
practice methodology enhances organisational efficiency by generating circumstances
where staffs become greatly involved in the company and put effort to achieve the
organisation's objectives (Arthur 1994; Bishop 1998). Many team leaders and managers
in recent time identify the profits of "high involvement and commitment" HRM practices
that react to staffs requirements, promote workforce to take liability for their professional
lives, and encourage staffs to perform in ways that help the company (Baron and Kreps
1999). Knowledge sharing, communication accessibility, development and training, and
numeration are some of the way constantly establish in this "high involvement and
commitment" group. High involvement and commitment practices are those procedures
that motivate staffs to take on high levels of accountability for the accomplishment of an
organisation’s objectives. According to D'Cruz & Noronha (2011) stated that high
loyalty and commitment HRM practices improves staffs level of ability, inspiration, data,
and authorisation. With respect to make sure that this procedure is doing well, HR unit
must expand and execute HR practices that help the employees to become self‐trained
and self‐managed (Guthrie, 2001).

The last part of the study is the stage 2 and it verified the HRM retention model, created
from the findings of Literature review and Stage 1. This quantitative approach verified
the associations among the HR factors, organisational factors, company commitment
and intention to remain.

The results of this research shown positive interconnections between the HRM factors
and organisational commitment. These detailed factors includes two bundles: HR
factors - organisational selection, recompense, reward and appreciation, training
learning and career growth, exciting and challenging jobs prospects and Organisational
factors - managerial and leadership, organisation strategies, team unity and satisfying
job environment. Study on social exchange hypothesis has reflected that staffs'
commitment to the company is originated from their observations of the owners'
dedication to and backing of them. Previous research also exposed that staffs
understand HR practices as symptomatic of the embodied organisation's dedication to
them (Settoon et al. 1996). They respond their observations by providing their
commitment towards the organisation. Some authors propose that for good job
experiences to enhance commitment considerably, workforce must think that such job
practices are a outcome of efficient management strategies (Parker and Wright 2001).

The results of the research study also established a noteworthy connection between
company's commitment and intent to remain. In their complete re-evaluate, Meyer and
Allen (1997) stated a constructive association among emotional commitment and staff
retention. Both emotional and calculative dedication is deemed to amplify the possibility
that a person will stay with a company (Meyer, Bobocel and Allen 1991). The findings
also attract awareness to the mediating position of dedication. Implied in the model is
that company commitment moderated the associations among organisational selection,
team unity, organisation strategies and intention to remain. It was seen that commitment
does have a partly moderating influence on some of the independent parameters and
intent to remain. The outcomes exposed that it moderate reward, appreciation and
remuneration, training, learning and career growth and job environment, and intent to
remain.

Fundamentally, key staffs execute the necessary responsibilities in the organisation,

and human resource systems of that organization are intended to provide help and
handle this human resource (Gramm and Schnell 2001). In companies human HRM
procedures act as a moderator between HRM policies and HRM outcomes. Sheppeck
and Militello (2000) split HRM policies into four categories: employment talent and job
policies, accommodating surroundings, performance mark up and strengthening, and
market organization. As argued by Stavrou‐Costea (2005) that efficient HRM can play
an influential aspect in a organizational success. As per Lee and Lee’s (2007) research,
the result of HRM practices on company performance like learning and development,
team effort, reimbursement/incentive, HR development, performance evaluation, and
staffs security aids enhance organization business execution including staff's
productivity, quality of product and the organization flexibility. Present HRM philosophy
put importance on the benefits of fulfilling employee requirement and facilitating staffs to
have power over their professional lives. Many organisations identify the requirement to
offer the data, flexibility and say that staffs want to add to organisational achievement
(Capelli 2000).
Ostroff & Bowen (2000) stated that HR strategies influence employees attitudes by
shaping staffs views regarding how organisation work and impacting their anticipations
of the nature and wisdom of their association with the company. There is a common
concept that HR practices cooperate with insight of organisational endorsement to
shape employee loyalty. As stated by Armstrong (2009), the common idea of HRM is to
make sure that a company is capable to attain achievement via its work force. A familiar
matter in HRM study is to grasp of ‘new style’ HRM procedures intended to reach high
levels of worker capability, flexibility, and loyalty (Bach & Sisson, 2000). This denotes
that current HR procedures have a a great deal of direct bond to companies' strategy
making and performance matters than the conventional way to human resources
management (Bach & Sisson, 2000).
The findings of the research also suggested a major and constructive association
among age and organisational commitment. This result is constant with earlier research.

Mathieu and Zajac (1990) stated that age was considerably more connected to
emotional commitment as compared to calculative commitment.

Another outcome of this research was a good relationship between gender and
organisational commitment. This is endorsed by authors like Angle and Perry (1981)
and Beutell and Brenner (1986) who illustrated that female staffs are more committed to
company than male staffs.

In synopsis, the outcomes of the experiential analysis of the model given in this study
established that commitment can be affected by organizational selection, salary,
remuneration, reward and recognition, training, learning and career growth, challenging
and exciting job prospects, managerial and leadership attitude, company strategy, team
unity and job environment. Furthermore, commitment operates as a mediator of reward,
recognition, pay and reward, training, learning and career growth and job environment
on intent to remain. Commitment also moderates organizational selection, team unity,
organization strategy on intention to remain. This aligns with the study of the past
literature wherein Human resources management (HRM) have been developed by
organizations to reflect their faith and values and also it helps in maintaining cordial
relationship between management and staffs. HRM also deals with employees
problems and needs. Organization commitments towards employees are shown by
implementing HRM practices within the organization and management trustworthiness
(Whitener 2001 & Setton et al. 1996). This support of organization towards employees
result is commitment of employees towards the organization. Staffs performance and
attitudes are proportionate to their view and expectations towards the organization and
it also reflects the treatment they get from the organization. According to multilevel HR
practice model of Ostroff, C. & Bowen, D.E (2000) human resource actions are directly
linked with staffs perceptions and attitudes. New and well defined programs are placed
in Human resource practices in organizations to increase the staff retention rate. Plans
like flexi leave, flexi working time and child assistance are given to staffs to entice them
to remain with the company. In recent time it has been noted that HRM has become
more strategic in its aim and operation (Hays & Kearney 2001). HRM is modes which
connect staffs to its organisational values, aim and goals but it has been noted that
many changes had occurred in the HRM practices in last decades. In considering the
future forecast of HRM, it is sensible to scrutinize the improvements and guidelines of
HR policies in terms of their significance to the current personnel especially in the area
of drawing and retention of staffs. Researchers on retentions have defined retention
management as a planned, logical procedure that begins with an assessment of the
cause that staffs join an organisation (Davies 2001; Solomon 1999).

It has been proposed by many researches that retention of employees can be enhanced
by high-involvement job pattern. In most of the cases retention efforts are to be
considered from employer’s side and hence new and well defined practices has been
introduced in the view of getting good and positive results out of it. According Perry-
Smith, J & Plum, T.C (2000) in many incidents it has been seen that not all practices
can be enjoyed by all employees like child care plans and flexi-hour working benefits
cannot be taken by every employee’s. It has been observed that requirements depends
on the employees career stage like younger employers will need more salary, growth
opportunities and more leave but where as a person with family will need job security
and benefits like fund and all. Also requirements will depend on genders – a woman
employee need will be different from men (Beck, 2001).

In recent times it has been noticed that HRM practices has develop into more tactical in
its focus and function. HRM is supposedly being seen as a strategic employee
endeavour associated with organizational principles, aim and vision. As a result, there is
now bigger focus on to determining and improving staff and organisational working;
equal job opening and positive action procedures planned and executed by human
resources offices have added vastly to the variety if the workforce; recruitment system
have develop into more refined way; member of staff remunerations systems have
increased ( Oakland and Oakland, 2001). There have been lots of changes in HRM
policies in last ten-twenty years and many reforms have been introduced in this. In
considering the future scenario of HR practices, it is sensible to study the expansions
and trends of HR strategies with respect of their significance to the current personnel
especially in the field of holding and retention of staffs.
Recommendations

The researcher feels that there are not enough opportunities for them in the firm from
the career development point of view. Third essential entity in the research is that in the
industry segment the remuneration fluctuates immensely as compared to the
government sectors. Typically all of the persons that were in the industry sector were
happy with the salary offered and other peripheral advantages whereas 65 percent of
the persons mentioned that they were not happy with the compensation and they feel
that they deserve more than that. Consequently, the scholar think there is further more
scope in research as he feels that staffs were not happy as their profession was pitiable
however the chief issue was that they were not in fact positioned in the exact profession
that they wish for.

For ultimate achievement, firm needs to present a comprehensive effort connecting the
owner and worker. This necessitates creating a mechanism associating the method and
necessities of the trade to the encouraging aspects of the individual and shaping mutual
objectives capable to direct the firm’s growth and then integrating their execution.

Executing the recommendations is a multi stage procedure Prioritization of career

development by senior management of the organization. Achievement on any career
development and service package is vastly reliant on the keenness displayed by the
frontrunners of any firm. Therefore, it is suggested that top management need to display
proof of emphasizing on career development priority.

Grasping the devotion of workers by discussion of their positive and lengthy career at
The Company particularly for detailed and for positions that is hard to fill.

A flawless employment of technical experience, for instance video conferences and

mock presentations provides a finest technique of reducing the price of interacting while
providing the fine opportunity for one to one communication with the individuals.

Factory strategies for executives to provide the details on the significance of career
development for retention are identified as necessary aids.
Action Steps

 Operational with executives to form a career development strategy in The

company
 Enhancing a finest method for enlarging the career development to the
employees by using a regular mechanism of video conferences and mock
presentation that enlarges the career development chance for the staff
consistently.
 Starting use of fees based on IT for amplifying the significance of career
development for retaining staffs to the executives for careers.

Resources

RESPONSIBLE STAKEHOLDERS

 Top management
 HR department

FUNDING

To be selected together by conferences of top management and HR department.

Action: Functioning with executives to form a career development strategy in The

company

Stakeholders Resources Timeline

Top management Within existing Ongoing

HRD department
Action: Factory strategies for executives to provide the details on the significance of
career development for retention are identified as necessary aids.

Stakeholders Resources Timeline

HR Department Within existing Ongoing
The company top
management
Managers

Action: Starting use of fees based on IT for amplifying the significance of career
development for retaining staffs to the executives for careers.

Stakeholders Resources Timeline

The company top The IT services growth needs Starting 2013
management , HR capital from higher
department, managers management

Action: Enhancing present method of delivering the career development strategies

(i.e by employing highly skilled personnel)

Stakeholders Resources Timeline

The company top The IT services growth needs Starting 2013
management , HR capital from higher
department, managers management

Career growth will progress and will apply in integrated departmental Human
Resources strategy.
Stakeholders Resources Timeline
Department of Human Existing 2013-2014
resource
Workforce Planning

The firm has to initiate a thorough study of present worker’s expertise and anticipated
talent necessities.

Time span for applying workforce planning is 1 – 2 months earlier to beginning on the
staff retention programs.

Improve The Company’s HR’s accessibility in the direction of data/techniques so that

they can effortlessly retain the employees. Planning procedure can be supported by
putting in fine labor like IT based techniques. By putting in these constituents,
management of the Company can get more assistance in forming and forecasting of
their human resource sets and retaining them.

Action Steps

Enhancing a method to provide proprietors of the firm a brilliant manner to grasp the
attention of the human resources, including the documentation of sharing based
methods and support

Sustaining presented plans and Services

The service based trades of the IT segment in India provides a broad spectrum of
groups of printed and electronic data possessions for businesses and proprietors of the
service firms. Software and IT oriented facilities can be obtained for workforce planning.

Resources

RESPONSIBLE STAKEHOLDERS

 Top management
 HRD department

FUNDING

To be decided together by summits of top management and HR department

New Actions

Action: Enhancing a method to provide proprietors of the firm a brilliant

Human Resource Planning, including the documentation of IT orientedMethods and
support.
Stakeholders Resources Timeline

Top management and HR Higher management 2012-2013

department

b. Expand current planning operation

Stakeholders Resources Timeline

HR department Financial resources need 2012-2013

capital for HR department

c. Improve and employ a IT based planning tool and sustain plans

Stakeholders Resources Timeline

Top management and HR IT based fees to be obtained Starting 2013

department from IT contractors capital
needed from higher
management

Training line managers for encouraging and retaining employees

Firm has to procure the headship in start and easing the development of important
career negotiations. With the help of training, line managers can be imparted to improve
expertise in hosting important career development oriented debates with staffs rather
than basic performance oriented debates that are common standards. The time span for
starting this training could be nearly30 days and to may be started at any time in the
course of the staff retention programs. To find the effect of the programs, it is essential
that firm evaluate the outcome and proficiency of the programs that have been agreed.

Develop the Company’s managers’ admittance to information/tools to hold their

capability to retain the workers

Accessibility to the data assists the HR to incorporate sustainability of staff and form a
flexible office. As well as, the supportable programs of HR for workforce will enhance
the office and upsurge the staff sustainability too.

Action Steps

 Enhancing methods of consultations and management for execution of the

outstanding strategies and engagement activities for managers.
 Assisting prevailing initiatives and facilities.
 Enhancing a method to provide owners of the firm an outstanding means to grip
the devotion of the staff, including the documentation of IT based means and
support.

While numerous consultations have focused on business problems and administrative

splits, and recruitment initiative are directed by The company, an opportunity comes for
doing brilliant work and engagement activities to The company employers.

Resources

RESPONSIBLE STAKEHOLDERS

 Top management
 HRD department
FUNDING

To be decided mutually by summits of top management and HR department.

New Actions

Enhancing a method to provide owners of the firm an outstanding means to grip the
devotion of the staff, including the documentation of IT based means and support
Cultivate a comprehensive worker engagement activity
Stakeholders Resources Timeline

•Top management needs capital from higher Starting 2013

management
•HRD department

Cultivate and apply a Retention Plan

Stakeholders Resources Timeline

•Top management needs capital from higher Starting 2013

management
•HRD department

Action: Enhancing methods of consultations and management for execution of the

outstanding strategies and engagement activities for managers.

Stakeholders Resources Timeline

•Top management need capital from higher Starting 2013

management
•HRD department
Indicators of effective implementation

Mentioned under are few of the signs that the firm can apply in measuring the efficiency
of the programs:

 Increased production

 Improved career development strategies

 Lessened price of employing and retaining skills

 Lessened level of absconding

 Lesser degree of resigning of brilliant staffs

 Greater engagement and devotional extent of staffs

Conclusion
In the study the investigation about the firms aspects were included that has an effect
on the retention of the staffs. By the study this has been revealed that the firm could
improve on the enhancement about the aspects by which the senior staffs could be
retained in the firm were also shown in the study. The planning that is formed on the
retention of the senior staff is extremely hard to activate. The procedure by which the
planning that is formed for retaining the senior staff to be proficient, the executive and
the administrators must play their role for that as well.

The key objective of this segment is to integrate the qualitative and experiential results
from section 4 to provide and reply to the major research query of this research i.e.,
whether HRM exercises can actually effect the retention of core employees.

The effect of HRM aspects on retention of central staffs was inspected in two phases.

Stage 1

The stage one of the research that is face to face detailed consultation was done to
confirm the answers of literature review examining the current retention board
guidelines of Indian managers. Hence, this qualitative technique contributes greater
awareness to the visualizations of the HR plan makers on the retention of their
employees.

First, the deductions of the Stage one recognized the rationality of the HRM-retention
aspects accredited from the literature review. Evidently, the outcomes provide
evidences that these retention HRM factors were current guidelines applied by
participating firms to combat resignations.

Second, findings from this qualitative method revealed that companies that manage
their HR proficiently may have greater retention of their employees. As stated by
Huselid (1995) that out of the test of 968 companies that those agreeing whole
employee recruitment and assortment process, broad staff participation and training,
and proper performance evaluation linked to incentive repayment were anticipated to
have lesser manpower incomings, greater efficiency, and enhanced trade monetary
outcome. Numerous other studies appear to approve this insight (Delaney and Huselid
1996).

Third, the results of Stage one direct in the direction that all-inclusive and varied HR
policies were similarly recognized by participating firms. Still it might be in few cases
that some companies behave with all employees in the same manner, in spite of their
value and uniqueness, results of this research verifies that maximum of the companies
do notable separations in the methods they embrace for varied talent sets and that they
are vibrant features of firm performance. Further, this result approves the academic HR
model specified by Lepak and Snell (1999) which encourages a dissimilar investment
plan for dissimilar kinds of employees.

Stage 2

The end portion of the research is the stage two and it confirmed the HRM retention
model, formed from the results of Literature review and Stage one. This quantitative
method confirmed the relations between the HR aspects, administrative aspects, firm
assurance and objective to continue.
The outcomes of this study displayed affirmative interlinks among the HRM aspects and
organizational dedication. These comprehensive aspects comprises two packages: HR
aspects –organizational assortment, remuneration, incentive and gratitude, exercise
education and career development, thrilling and stimulating professions forecasts and
Organizational aspects - decision-making and headship, organization policies, squad
unison and satisfactory career atmosphere. Research on communal give-and-take
theory has revealed that employees ‘dedication to the firm is initiated from their opinion
of the proprietors ‘devotion to and support of them. Earlier study also revealed that
employees comprehend HR exercises as indicative of the personified organization’s
commitment to them (Settoon et al. 1996). They reply their interpretations by giving their
dedication to the firm. Few writers suggest that for fine career know-how to improve
dedication significantly, manpower needs to feel that such job performs are a result of
effective management policies (Parkerand Wright 2001).

The outcomes of the study also proved a significant association among firm's dedication
and determination to stay. Meyer and Allen (1997) mentioned a positive link between
sentimental dedication and employee retention in their entire re-evaluate. Together
sentimental and quantitative commitments are believed to increase the probability that
an individual will be with a firm (Meyer, Bobocel and Allen 1991).The conclusions
fascinate consciousness to the intervening situation of commitment as well. Inferred in
the model is that firm dedication facilitated the relations between organizational
assortment, team unison, firm policies and determination to stay. It was observed that
dedication do have a partially facilitating effect on few of the autonomous factors and
intention to stay. The consequences revealed that it facilitated prize, gratitude and
compensation, exercise, education and career development and profession
atmosphere, and intention to stay.

The results of the study recommended a main and positive link between age and
organizational dedication as well. This outcome is persistent with previous study.
Mathieu and Zajac (1990) mentioned that age was significantly more associated to
sentimental dedication than quantitative dedication.
One more result of this study was a fine association among gender category and
organizational dedication. This is validated by writers such as Beutell and Brenner
(1986) and Angle and Perry (1981) who demonstrated that feminine employees are
more dedicated to firm than masculine employees.

In summary, the results of the empirical study of the model mentioned in this research
proved that dedication can be influenced by organizational assortment, remuneration,
compensation, prize and gratitude, exercise, education and career development,
stimulating and thrilling career visions, executive and headship approach, firm policy,
team unison and work atmosphere. Also, dedication works as a facilitator of prize,
gratitude, salary and prize, exercise, education and career development and work
atmosphere on intention to stay. Dedication also facilitates organizational assortment,
team unison, organization policy on objective to stay.
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