SECOND PART

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1. INTRODUCTION
Here's how supervisors can improve employee retention through the use of CORE --
compensation, opportunity, recognition, and environment -- elements of job
satisfaction.
When Judy gave her notice, no one blinked an eye. Not that she wasn’t
valued -- she was -- but turnover was commonplace at her organization. On her last
day a senior manager, disappointed that Judy was leaving, expressed his sadness to
see her go and indicated he wished there was something they could have done to
make her stay.
Funny thing, no one had everfound out why Judy was leaving or what they
could do to keepher. No one had taken the time to inquire about her wants, needs or
goals. No one had asked. Not evenher direct supervisor.
Too often employee retention is viewed as a process or function of the human
resources department. Somehow there is an expectation that the recruiting staff
should not only identify and hire employees, but that they should also ensure their
retention through some sort of strategy or program. The reality is that employee
retention is everyone's responsibility.
According to experts, while most managers believe employees leave due to
money issues, in actuality it is an employee’s relationship with their supervisor that
has the greatest impact on whether they stay or go, because a supervisor has control
over the CORE elements that create job satisfaction --compensation, opportunity,
recognition and environment. And that is why it is important to hold supervisors
accountable for retaining a thriving workforce.
This means that not only do organizations need a performance management
systemthat recognizes and rewards supervisors for meeting objectives that reduce
employee turnover, supervisors need to understand what steps they can take to meet
their responsibility in employee retention and job satisfaction.

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RETENTION OF EMPLOYEES:
Employee retention refers to the ability of an organization to retain its
employees. It has become a primary concern in many organizations for several
reasons. As a practical matter, with lower turnover, every individual who is retained
means one less person to have to recruit, select, and train. Also, organizational and
individual performance is enhanced by the continuity of employees who know their
jobs, co-workers, organizational services and products, and the firm’s customers.
One survey of supervisors and workers found that losing high performers made it
more difficult for organizations to reach their business goals. Additionally,
continuity of employees provides better “employee image” for attracting and
retaining other individuals.
RETENTION AS MANAGEMENT CONCERN:
In one of the survey it was found that 90% of those firms surveyed said it
was more difficult to retain talented individuals than it was several years before.
Therefore, it is imperative that organizations and managers recognize that retention
must be a continuing HR emphasis and a significant responsibility for all
supervisors and managers.
RETENTION OFFICER:
Some employers have placed such a high priority on employee retention that
they have designated an individual as the retention officer for the firm. Often an
individual in the HR area is assigned a specific focus of retention to ensure that it
receives high priority and the multifaceted efforts needed to increase employee
retention.
WHY PEOPLE STAY OR LEAVE:
Individuals stay or leave their jobs and organizations for many different
reasons. Obviously, individuals who are terminated leave at the request of the
organizations. But the bigger issue in many organizations is why employees
voluntarily leave. One survey done by McKinsey & Company, a large international
consulting firm, emphasized the importance of retention by concluding that
employers face “a war for talent.” The McKinsey studies done several years apart

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found that the most critical factor affecting the attraction and retention of managers
and executives can be classified into three areas. The areas, key items, and
percentage responses are listed below:
 Great Company
- Value and Culture (58%)
- Well managed (50%)
- Company has exciting challenges (38%)
 Great Job
- Freedom and autonomy (56%)
- Job has exciting challenges (51%)
- Career advancement and growth (39%)
 Compensation and Lifestyle
- Differentiated pay package (29%)
- High total compensation (23%)
- Geographic location (19%)
- Respect for lifestyle (12%)
RETENTION DETERMINANTS:
It has been recognized by both employers and employees that some common
areas affect employee retention. If certain organizational components are being
provided, then other factors may affect retention. Surveys of employees consistently
show that career opportunities and rewards are the two most important
determinants of retention. Finally, job design/work factors and fair and supportive
employee relationships with others inside the organization contribute to retention.

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ORGANIZATIONAL COMMITMENT:
It is the degree to which employees believe in and accept organizational goals
and desire to remain with the organization. Various research studies have revealed
that people who are relatively satisfied with their jobs will be somewhat more
committed to the organization. A logical extension of organizational commitment
focuses specifically on continuance commitment factors, which suggests that
decisions to remain with or leave an organization ultimately are reflected in
employee absenteeism and turnover statistics. Individuals who are not as satisfied
with their jobs or who are not as committed to the organization are more likely to
withdraw from the organization, either occasionally through absenteeism or
permanently through turnover.

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1.1. REVIEW OF LITERATURE
In this, the previous studies for employee’s retentions are presented to be the
framework to understand and systematically analyze factors the affect employee’s
intentions.
Retention defined as “an obligation to continue to do business or exchange
with particular company on an ongoing basis” (Zineldin, 2000, p. 28). A more
detailed and recent definition for the concept of retention is “customer liking,
identification, commitment, trust, readiness to recommend, and repurchase
intentions, with the first four being emotional-cognitive retention constructs, and the
last two being behavioral intentions” (Stauss et al., 2001).
The above mentioned definitions explain many situations in our
contemporary life while many employees are no longer having the sense of
organization loyalty once they leaved. Increasing numbers of organization mergers
and acquisitions have left employees feeling displeased from the companies that they
work and haunted by concerns of overall job security. As a result, employees are
now making strategic career moves to guarantee employment that satisfy their need
for security. On the other hand, employers have a need to keep their stuff from
leaving or going to work for other companies. This is true because of the great
expenses associated with hiring and retraining new employees. The adage, good help
is hard to find, is even truer these days than ever before because the job market is
becoming increasingly tight (Eskildesen 2000, Hammer 2000).
Literature of employees retaining again show that attracting existed
employees
costs less than acquiring new talents as organizations know their employees and
what they want, and the initial cost of attracting the new employees has already been
expended (Davidow and Uttal, 1989). Employees retention also attain benefits such
as customers satisfaction, better service, lower costs (Reichheld, 1995), lower price
sensitivity, positive word-of-mouth, higher market share, higher productivity and
higher efficiency (Zineldin, 2000).
Based on a review of the literature, many studies has investigate employees
intentions to exist, for example Eskildsen and Nussler (2000) in their research
suggested that employers are struggling to be talented employees in order to
maintain a successful business. In the same bases, Mark Parrott (2000), Anderson

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and Sullivan (1993) and Rust and Zahorik (1993) believe that, there is a straight line
linking employee satisfaction and customer satisfaction. Thus, high satisfaction has
been associated to retention of both customers and employees.
The literature of employee retention clearly explain that satisfied employees who are
happy with their jobs are more devotion to doing a good job and vigorous to
improve their organizational customers satisfaction (Hammer2000; Marini 2000;
Denton 2000). Employees who are satisfied have higher intentions of persisting with
their organization, which results in decreased turnover rate (Mobley et al., 1979).
Fishbein and Ajzen’s (1975) attest the theory of reasoned action as the heart
retention of both the employee and the customer links between satisfaction and
behavior.
Potter-Brotman (1994) in his research explained how service could affect
retention and may result in improving the value of teaching employees to be service
providers, with the capability to enhance interaction with customers rather than
endanger them. In the same research, the authors recommended that firms should
focus on hearing customers unique voices as result to find out what kind of service
they consider to be extraordinary.
The earlier efforts of Desai and Mahajan (1998) in examine the concepts of
acquiring customers from a rational and affective perspective provides us with
different approaches of how cognition and affects are implemented to increase
retention. The authors recommended that in order to retain employees, companies
must continually develop their products and services so as to meet the evolving
needs of customers. Desai and Mahajan (1998) assumed that retained customers are
in fact satisfied, and not simply retained because of habit, indifference or inertia.
Included in retention strategies are the development of new products and services to
meet and satisfy the evolving required of the customers; thus satisfaction is a
component of retention.
The satisfaction itself may not be sufficient enough to ensure long-term
workers commitment to an organization. Instead, it may be essential to look beyond
satisfaction to other variables that strengthen retention such as conviction and trust
(Hart and Johnson, 1999). This explanation is consistent Morgan and Hunt (1994)
research on marketing channel, which shows that organizations often look beyond
the concept of satisfaction to developing trust and ensure long term relationships
with their employees. Further, this suggestion is based on the principle that once

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trust is built into a relationship, the probability of either party ending the
relationship decreases because of high termination costs.
Other studies have proposed that the cost of replacing lost talent is even
higher, as much as 70 to 200 percent of that employee’s annual salary (Kaye,
2000).Expanding on these thoughts, the EPF (2004) stated that “for a firm with
40,000 full-time employees, the difference between a 15- percent turnover rate and a
25-percent turnover rate is over $50 million annually.
The divergence between a 15-percent turnover rate and a 40-percent
turnover rate is over $130 million annually”. Abundant studies have hypothesized
and empirically validated the link between satisfaction and behavioral intentions
and behaviors such as employee’s retention and word of mouth (e.g. Anderson and
Sullivan, 1993; Rucci et al., 1998, Bans land Taylor, 1999, Cronin et al., 2000).
Indeed, this link is essential to the marketing concept, which holds that satisfying
employee’s needs and wants is the key to exist in the organization (Kotler et al.,
2002).
Further, the importance of satisfaction on retention is well recognized that
some major economies now measure satisfaction at the industry level using large
sample surveys to predict employee's retention and future financial performance
(Fornell et al., 1995).Kay (2000) describe costs as in “…advertising and recruiting
expenses, orientation and training of the new employee, decreased productivity until
the new employee is up to speed, and loss of customers who were loyal to the
departing employee”. The costs and expenses mentioned above open another area of
concern which is Productivity. When high level of employees’ turnover existed, most
of the work force is at an entry level stage of production. A very high cost is
associated with large numbers of employees who have not accomplished full
productivity. This cycle continues with very few employees performing at maximum
productivity. Numerous studies explain the importance of high employee’s
involvement and how it could enhance their retention (Arthur 1994; Huselid 1995;
Koch and McGrath1996).
Flexible work schedules and assistance programs need to be considered,
however, only a small share of the workforce takes advantage of them (Perry Smith
and Blum 2000). as earlier studies indicated that young employees are more
interested in payment, advancement opportunities and time off. Such differences
may reflect stages in the career plan or deeper generation differences. Additionally,

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there are often gender differences within demographic groups; e.g., young female
may want different things from what young male want (Beck 2001).the lack of
opportunities to learn and develop in the work can be the top reason for employee
dissatisfaction and thus turnover. A corporation namely Kimko, implemented this
information and provide a training program that gave employees an opportunities
to develop their path and career direction. Turnover tumbled from75 percent to 50
percent (Withers 2001). Studies indicated that employees stay when they have strong
relationships with others with whom they work (Clarke 2001). this explain the
efforts of organizations to encourage team building, project assignments involving
work with colleagues and opportunities for interaction both on and off the job(Johns
et al 2001).
Other studies indicated that effective communications improve employee
identification with their agency and build openness and trust culture. Increasingly,
organizations provide information on values, mission, strategies, competitive
performance, and changes that may affect employees enthuse (Gopinath and Becker
2000; Levine 1995). Many companies are working to provide information that
employees want and need in better way of communication, through the most
credible sources (e.g., CEO and top management strategies) on a timely and
consistent basis.
In summary, the literature defines retention as continuing relation between
customers (employees) and their organization. The benefits of retention are lower
costs for their agent, less price sensitivity, greater market share, improve
productivity, increase employee’s performance and thus increase profits and meet
their organizational goals and objectives.

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1.2. INDUSTRY PROFILE
Since 1982, Kisan Group of Companies has been the progenitor of a new
trend in the manufacturing industry. Known for its unconventional innovations,
Kisan has carved a niche in the field of pipes and fittings for Water Management,
Irrigation, Water Distribution and Sewage Disposal Systems.
Kisan Group of companies has procured recognition in the manufacturing
and marketing industry under the brand name 'Kisan'. It has bagged reputation not
only in India but also, across the globe. A synonym to superior quality, it offers a
wide array of customer-centric products for irrigation, building & construction,
industrial piping & effluent piping purposes. Also, the company manufactures
custom moulded articles and moulded furniture. Marking a turnover of Rs. 500
Crores, Kisan has enunciated a steady growth by augmentation of products, services
& markets. To reach this enviable position, Kisan has put in tremendous hard work
along with strategic planning at every step.
In the next decade (2011-2020), the challenge will be to reach water to more than 800
lakh hectares of cultivable land and tap water for drinking and sanitation to over
45% of our rural population. And to better serve this growing demand, Kisan
Mouldings Limited (KML) has launched a new range of Classic Pipes in the eight
states of Punjab, Delhi, Haryana, Gujarat, Madhya Pradesh, Assam, and
Chhattisgarh & Rajasthan.
INDIAN PLASTIC INDUSTRY
The Indian plastic industry has taken great strides. In the last few decades,
the industry has grown to the status of a leading sector in the country with a sizable
base. The material is gaining notable importance in different spheres of activity and
the per capita consumption is increasing at a fast pace. Continuous advancements
and developments in polymer technology, processing machineries, expertise, and
cost effective manufacturing is fast replacing the typical materials in different
segments with plastics. On the basis of value added, share of India's plastic products
industry is about 0.5% of India's GDP. The exports of plastic products also yield
about 1% of the country's exports. The sector has a large presence of small scale
companies in the industry, which account for more than 50% turnover of the
industry and provides employment to an estimate of about 0.4 million people in the

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country. Approximately Rs 100 billion are invested in the form of fixed assets inthe
plastic processing industry.
HISTORY OF INDIAN PLASTIC INDUSTRY
Indian plastic industry has made significant achievements in the country ever
since it made a promising beginning with the start of production of polystyrene in
1957. The industry is growing at a rapid pace and the per capita consumption of
plastics in the country has increased several times as compared to the earlier decade.
The chronology of production of polymers is summarized as under –
1957 - Polystyrene
1959 - LDPE
1961 - PVC
1968 - HDPE
1978 - Polypropylene
Currently, the Indian plastic industry is highly fragmented with an estimate
of around 25,000 firms and over 400,000 employees. The top 100 players of Indian
plastic industry account for just 20% of the industry turnover. Barring 10 to 15% of
the firms that can be categorized as medium scale enterprises, most of the units
operate on a small – scale basis. The immense potential of Indian plastic industry
has motivated Indian manufacturers to acquire technical expertise, achieve superior
quality standards and build capacities in different facets of the booming plastic
industry. Substantial developments in the plastic machinery sector coupled with
matching developments in the petrochemical sector, both of which support the
plastic processing industry, have facilitated the plastic processors to develop
capacities to cater both the domestic as well as overseas exports.
In the calendar year 2006, the value of world plastic export was US$ 375
billion. However the share of India was less than 1 % with exports of worth US$
3.187 billion. The percentage of growth in export was 21 %. During this trend of
growth in exports, the export of plastics raw material increased from 55 % to 60 %

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of the total export of plastic goods, while the export of processedplastic goods has
registered a negative growth from 45 % to 9 %.
According to recent reports, the industry is said to be losing an opportunity
of USD 300 million through value addition on the raw materials that are exported.
The top 10 trading partners for Indian plastic industry are
USA, UAE, Italy, UK, Belgium, Germany, Singapore, Saudi Arabia, China Hong
Kong
The Indian plastic exports were valued at about US$ 532 million during FY
2004 (1st half FY2005 exports US $ 295 million). With significant capacity additions
leading to over-capacity in domestic markets during FY2001 and beyond, polymer
exports have increased considerably. However, due to the lower competitiveness of
the plastic products industry, polymers have been exported directly.
Some of the major plastic products that India export are -
o Raw Materials - PVC, polypropylene, polyethylene, polystyrene, ABS,
polyester chips, urea / phenol formaldehyde, master batches,
additives, etc.
o Packaging - PP / HDPE woven sacks / bags / fabrics, poly-lined jute
goods, box strapping, BOPP tapes, a range of plastic sheeting / films
(of PVC, PP, HDPE, nylon, FRP, PTFE, acrylic, etc.), pouches, crates,
bottles, containers, barrels, cans, carboys, shopping / carrier / garbage
bags.
o Films - Polyester film, BOPP film, mesh, metalized / multilayer films
and photo films
o Foam Boards Drip Irrigation Systems / Components Pipes & Pipe
Fittings - Made of PVC, HDPE, PP, FRPand nylon
o Water Storage Tanks Toys and Games Engineering Plastics - Auto
components, parts for various machinery / equipment in
telecommunications, railways, electronics, etc. Electrical Accessories
FRP / GRP Products - Safety helmets / equipment, pipes, storage
tanks, etc. Sanitary Fittings - Cisterns, toilet seats, bathroom fittings,
etc. Construction - PVC profiles, doors, windows, etc.

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FUTURE FORECAST OF INDIAN PLASTIC INDUSTRY
The Indian plastic industry clearly has the potential to continue its fast
growth. However, over the next few years, competition in the industry is expectedto
increase considerably, as a result of global trends, which will become applicable to
the liberalizing economy of country. To survive the competition, both polymer
manufacturers and processors will need to adopt radically new methods and
approaches to reduce costs, improve market and customer service and management
of performance.
The per capita consumption of plastics in India is well below the world
average. However it also reflects the many years of growth ahead, as the country's
economy continues to grow and upgrade the usage of products. Translating the
expected growth rate into incremental demand, it is obvious that the country will
remain one of the largest sources of additional demand for almost all kinds of
plastics.
Hence, it is clear that plastics will continue to be a growth industry, with
boosting prospects for fresh investments in polymerization and downstream
processing capacity. This is in contrast to the situation in various other countries,
where growth prospects are limited, either because of stagnant demand or due to the
historical over building. In such countries, the overall outlook would be far less
promising, with the key imperatives being cost cutting and capacity rationalization.
INDIAN PIPE MANUFACTURING INDUSTRY
India has become the global pipe manufacturing hub especially of SAW pipes
primarily due to its lower cost, high quality and geographical advantages.
Additionally, Indian companies have acquired global accreditations and
certifications which make them preferred suppliers to most of the world’s top oil
and gas companies in the Middle East, North America and Europe. It is believes that
once the global economy returns to sustained growth, the domestic pipe industry is
expected to accelerate into high growth trajectory.
As per Research, Indian pipe manufacturers will be greatly benefited when
Exploration & Production (E&P) projects for oil and gas companies which were
previously stalled or revoked because of the global financial crisis recommence their
operations. This new spurt in demand will be positive for future growth.

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HISTORY OF PLASTIC PIPES
Irrigation systems can be traced as far back as 3000 B.C., when ancient
Babylonians built irrigation systems from clay and straw. Yet, it is only recently that
pipelines have been produced from a material with exceptional durability for the
future: plastic.
Western Europe became the driving force behind the implementation of
plastics in pipe systems after the Second World War. The availability of low-cost
"thermoplastics," combined with an enormous need for infrastructure replacement,
led to a huge increase in the use of polymers. While these early thermoplastics could
not compete with traditional iron and steel pipe that is no longer the case, with
today’s plastics offering outstanding economic and environmental opportunities.
Historically, many market sectors have relied on metal, concrete, and clay for
pipe products. However, new economic pressures have hit many pipe manufacturers
hard, leading to an increasing need for pipe solutions offering a balance of higher
performance and reduced cost. Technical innovation and development have
increasingly made plastic the material of choice. Plastic pipes have a great future in
a variety of sectors, including:
 Potable (drinking) water
 Natural gas distribution
 Oil and gas production
 Mining (slurry, leachates)
 Industrial chemicals
 Irrigation
 Plumbing
 Under floor heating
 Road heating and cooling

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THE EARLY HISTORY OF PVC PIPE
PVC was discovered as early as 1835, but the first definite report of the
polymerization of vinyl chloride did not come until about 35 years later. At that
time, the material was reported to be an off-white solid that could be heated to 130
degrees C without degradation.
PVC remained a laboratory curiosity for many years, probably because of its
intractable nature. The polymer was inert to most chemicals and very tough
(strong). These properties eventually led scientists to consider PVC for applications
where durability and toughness were desirable.
In 1912 the first industrial developments were initiated in Germany.
Throughout the 1920’s, attempts were made to use PVC copolymers that easierto
process than PVC. These early attempts were only marginally successful.
By 1932, the first tubes made from a PVC copolymer were produced. Nearly
three years later the first PVC pipes were produced using a roll mill and hydraulic
extruder. This two-step process involved melting the PVC powder on a roll mill and
rolling the sheet produced up to a billet. The PVC could then be processed in a
discontinuously working ram extruder to make pipe. This process was adapted from
that used for celluloid and was really ill-fitted for PVC. As a result, the products
were often of dubious quality.
Never-the-less, these early PVC pipes were deemed suitable for drinking
water supply piping and waste water piping because of their chemical resistance,
lack of taste or odor and smooth interior surface. From 1936 to 1939 over 400
residences were installed with PVC drinking water and waste pipelines in central
Germany. Various test pipelines of PVC were laid in Leipzig, Dresden, Magdeburg,
Berlin, Hamburg, Cologne, Heidelberg and Wiesbaden during the period of 1936 to
1941
The 1950’s and 1960’s were decades of dramatic advances for PVC pipe and
fittings technology. Encouraged by the results obtained from primitive pre-war PVC
pipelines, several European and American companies realized the enormous
potential for PVC pipes. These companies pursued the technology, both in
formulation and processing. Systematic research and trials were successful in the

16
development of effective stabilizers, lubricants and processing aids, together with
processing machinery engineered specifically for PVC. During this time period, PVC
pipe began competing with traditional products in a number of major markets, such
as: gas distribution; sewer and drainage; water distribution; electrical conduit;
chemical processing; and drain, waste and vent piping.”
MILESTONES IN PVC WATER PIPE HISTORY
Technology and performance have made PVC pipe the most popular choice
for water and sewer lines.
 1932 – First tubes were made from polyvinyl chloride (PVC) in Germany.
 1935 – The first PVC pipes were manufactured (Germany).
 1936 – PVC pipes began to be installed for residential drinking water
distribution and waste pipelines (Germany). Most are still in-service.
 1949 – Initial use of PVC pipe in North America.
 1952 – PVC pipe introduced in the U.S.
 1955 – First PVC water distribution pipes laid in the U.S.
 1985 – The 750,000th mile of PVC rural water pipe was installed in the U.S.

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1.3. COMPANY PROFILE
Group of Companies is one of the leading manufacturers of a wide range of
pipes and fittings for Water Management, Irrigation, Water Distribution and
Sewage Disposal Systems. Our products find use in irrigation, building &
construction, industrial piping and effluent piping across India & are exported too.
Custom moulded articles and moulded furniture is also manufactured by Kisan
Group of Companies.
The company, was incorporated in 1982, and has been successfully
manufacturing and marketing its products under the brand name “KisaN”, with a
commitment to quality & service. The company has been growing steadily since its
inception and has been adding products, services and markets on a regular basis.
Currently, it has a turnover of Rs. 700 Crores and has chalked out ambitious growth
plans. “KisaN” Group of Companies has 13 branches across India which efficiently
handle the 3000 + strong dealer network. On the basis of this large network,
“KisaN” can ably service its valued customers & successfully cater to the ever
growing demand across India. Plans are afoot to further expand operations so as to
reach every corner of our country.
All the products conform to Indian Standards and bear the ISI mark licensed
by Bureau of Indian Standards (BIS) and all its manufacturing facilities are ISO
certified. With more than 9 manufacturing facilities across India, “KisaN” is one of
the largest producers of Plastic / Polymer Pipes and can handle large scale orders
easily. Our state-of-the-art production facilities ensure timely delivery of all orders
on a regular basis. While Kisan pipes and fittings for the irrigation and water
management systemare helping rural India to improve farm productivity due to
better irrigation, the industrial and effluent systems are doing the same to the
Industrial Sector. Kisan has developed many special pipes and fittings for the
building and construction sector. Their clients are spread across India and across
segments.

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 FACT SHEET (COMPANY DETAILS):
Year of Establishment: 1982
Legal Status of Firm: Partnership
Turnover: Rs. 700 crores plus
Nature of Business: Manufacturer, Exporter, Wholesaler
 MAJOR MARKETS:
•Indian Subcontinent
• East/Middle Africa
• North Africa
• South/West Africa
• Middle East
 TEAM & STAFF
Total Number of Employees: more than 1500 People
BUSINESS PHILOSOPHY
 FOUNDATION
The trust built up over the years
 TRADITION
Excellence that propels us ahead
 INSPIRATION
Our valued customers
 MISSION
Creating products to enhance living

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 VISION
Looking beyond the obvious
PRODUCT PORTFOLIO
They are one of the leading manufactures, exporters and suppliers of Semi-
Urban Products. All these products are manufactured using quality material under
the guidance of experts. Some of the products offered under their range are:
•Kisan Rigid PVC Socketed/Plain/Ring fit Pipes
•Kisan Moulded & Fabricated Fittings
•Kisan Barish Rainwater Harvesting Systems
•Kisan SWR Pipes & Fittings
•Kisan Composite Piping Systems
•Kisan Free flow uPVC Plumbing Pipes & uPVC Fittings
•Kisan HDPE Pipes
•Kisan Sprinkler Systems
•Kisan Drip Irrigation Systems
•Kisan Submersible Pipes
•Kisan Threaded/Plain Casing Pipes
•Kisan Suction/Delivery Hoses & Garden Tubing
•Kisan Circle Arc Conduit Pipes & Circle Arc PVC Fittings
•Kisan PVC & uPVC Solvent Cements
•Kisan Rubber Lubricants
•Kisan Crest Moulded Furniture
•Kisan Classic Cisterns & Seat Covers

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TEAM OF KISAN
In order to cater to huge market demand and provide clients with precision
engineered products, team of efficient professionals’ works very hard. The team
comprises engineers, technocrats, quality analysts, marketing executives and
supervisors, who are innovative in their work. Owing to their rich experience in the
respective domains, they have gained requisite expertise to produce a precision
engineered range of products. They have made it possible, in all respects that clients
get the most optimum output. With the help of that team, they have been able to
muster a huge clientele, based across the national & international markets.
QUALITY ASSURANCE
Their range is manufactured under the guidance of the quality auditors.
Owing to their quality standards, they have been able to gain DOT for RIGID PIPE
as CABLE DUCT: Vide their approval letter no. : CQMQA/6022-ADMT/98-99/I
DT.BG-51 the 07.12.1998. T.A.C. No. 11319/20/21 for TYPES A, B & C respectively
valid up to 19.10.2000. They are registered with D.G.S. & D for PVC Pipes as per IS-
4985. Further, they are approved by Mumbai Municipal Corporation for SWR
Pipes & Fittings for installation in high rise buildings & upcoming projects
INFRASTRUCTURE
They have developed state-of -the-art infrastructural facility in production
unit. Their well-equipped infrastructural facility helps them to produce a wide range
of quality products and at a faster speed. They have at their unit, technologically
advanced machines, which are upgraded from time to time, so as to keepthem in
tandem with the latest developments. The team of efficient engineers, quality
analysts, technicians and supervisors is competent enough to produce the premium
quality products. The quality analysts use the most modern quality checking
equipment to assure that they are as per industry standard and defect free. The
manufacturing units are located at Roha & Tarapur in Maharashtra, Pithampur in
M.P. Daman; a union territory, Silvassa (U.T.) & newly in Bangalore. The branches
are in Indore, Jaipur, Bangalore, Ahmadabad, Delhi & Calcutta with Head Office in
Mumbai.

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WAREHOUSING AND PACKAGING
Their state-of-the-art infrastructure comprises a well-equipped warehousing
unit. This unit is capacious enough to store their products in bulk. The best part is
that the warehousing unit is well-segregated and helps them store the products in a
systematic manner. Their warehouse is properly ventilated and is equipped with the
requisite firefighting arrangements. Moreover, it is well connected to all the major
roads & highways and helps deliver the consignments in a timely manner. Further,
they make it a point to ensure that the products are properly packed. In order to
safeguard the products against damage, make use of only quality packing material.
CLIENT SATISFACTION
From the time of inception, they have been focusing on client' satisfaction.
Their clients can avail from them a wide range of semi urban products that is of
optimum quality. The range of products that they offer is fabricated using the best
raw material available in the industry. They have over 1600 dealers throughout the
country which makes it easierto supply to a huge client base within a shorter time.
It is due to their fair fussiness dealing and flawless product range, they have built a
strong rapport with their clients. Moreover, they conduct easy business dealings
with their customers, thereby making them happier.
WHY KISAN?
The organization has carved a distinct identity in manufacturing, exporting,
and supplying a comprehensive range of Semi-Urban Products. These find
application in agriculture industry, owing to their qualities like durability, easy
installation and low maintenance. Their team has enabled them to promote the
range across the nation and also maintain the industry standards. They have
developed a wide dealer base consisting of 1600 dealers. Out of these 1600, more
than 30% of the dealers are exclusive to them.

22
Factors which have enabled them to garner a huge clientele are:
•Goodwill
•Good quality
•Customization facility as per the clients’ requirements
•Customer relationship policy
•Good material at economic rates
•Ethical business practices
•Modern infrastructure
•Team of experts
•Customization & Timely delivery

23
NEEDS, OBJECTIVES, SIGNIFICANCE,
ASSUMPTIONS & LIMITATIONS

24
2. NEEDS, OBJECTIVES, SIGNIFICANCE, ASSUMPTIONS
AND LIMITATIONS OF THE STUDY
2.1 NEED FOR THE STUDY
Employers have a need to keepemployees from leaving and going to work for
other companies. This is true because of the great costs associated with hiring and
retraining new employees. The best way to retain employees is by providing them
with job satisfaction and opportunities for advancement in their careers. The saying,
good help is hard to find, is even truer these days than ever before because the job
market is becoming increasingly tight.
The researchers suggest that the employers are fighting to get talented
employees in order to maintain a prosperous business. Today’s employees pose a
complete new set of challenges, especially when businesses are forced to confront one
of the tightest labor markets in decades. Therefore, it is getting more difficult to
retain employees, as the pool of talent is becoming more-and-more tapped out. The
study which focuses primarily on employee retention through job satisfaction,
support this contention.
Employees they are satisfied and happy in with their jobs are more dedicated
to doing a good job and taking care of customers that sustain the operations. Job
satisfaction is something that working people seek and the key element of employee
retention.
Every person will have his or her own definition of what it means to be
satisfied with a job. Studies shows that employees who are satisfied with their jobs
are more productive, creative, and be more likely is retained by the company.
The research has shown that there may be many environmental features that
can be created and maintained to given employees job satisfaction. Pay and benefits,
communication, motivation, justice and leisure time all seemto play a part as to
whether employees are satisfied with their jobs.
The other goal of this study is to help readers find his or her definition of job
satisfaction. I believe that this compilation of data will educate and inform the

25
working masses to see the benefits of creating work place that derive more job
satisfaction, retaining employees and in turn, keeping our economy healthy and our
society happier.
There is a definite need to analyze the elements of employee retention
through job satisfaction considering the positive effects on the economy that can be
derived from satisfied employees.
2.2 NATURE OF THE STUDY
This study will look at employee retention. A random sample of 150 people
from varying occupations in non-management positions will be surveyed to learn
about their Perceptions about job satisfaction as it relates to employee retention.
Results will be collected; analyzed and descriptive data will be presented. A review
of the literature on Employee retention will be conducted. The study will include
recommendations for Better practices aimed at identification of effective
occupational strategies to aid in retaining employees through job satisfaction.
2.2 OBJECTIVES OF THE STUDY
 The primary objective of the study conducted in KISAN GROUP OF
COMPANIES, BANGALORE is to evaluate the effectiveness of
Employee retention through job satisfaction.
 The study designed to explore the main retention factors.
 The study attempts to deepen our understanding about employee
retention through job satisfaction.
 To give suitable suggestions to improve employee retention through job
satisfaction.
2.3 SIGNIFICANCE OF THE STUDY
This study derive it’s significant from its potential contribution at two
primary levels. Theoretical and practical. At the theoretical level, the present
study is expected to bridge a gap in the literature for empirical research
focusing on employee’s retention in Kisan. For the practical contributions,

26
this study is expected to provide new solutions and evidence for human
resource management.
2.4 ASSUMPTIONS
The following are the assumptions upon which this study is based.
 Employee retention and job satisfaction are linked.
 Identification of employee perceptions about job satisfaction will offer a
basis for identifying recommendations for practice, which will contribute, to
job satisfaction.
 The use of a questionnaire to determine employee satisfaction perceptions
will result in honest and useful feedback for purpose of analysis.
2.5 LIMITATIONS OF THE STUDY
 The study completed within the limited time period.
 Some employees didn’t respond properly, they are influenced by some bias.

28
3. RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN
A research design is the specification of methods and procedures for
acquiring the information needs to structure or solve the problem. The type of
research used in this study was DESCRIPTIVE type
3.2 SAMPLE DESIGN.
A sample consists of a subset of the population. Any member of the defined
population can be included in a sample. Simple random sampling technique has
been used. In this method, all subject or elements have an equal probability of being
selected. Samples were taken from all the departments.
3.3 SAMPLE SIZE
The sample size was taken to be 150 in total
3.4 SOURCES OF DATA
3.4.1 Primary data:
The required data which are collected by direct consultation with the
management and staffs in the organization through the questionnaire etc.
3.4.2 Secondary data:
The data are collected from the published materials such as management
books, magazines and through the company records.

29
DATA ANALYSIS AND
INTERPRETATIONS

30
4. DATA ANALYSIS AND INTERPRETATIONS
Analysis is the process of planning the data in an ordered manner for in and
a way to contribute them with the suggestions of the study. Interpretations are the
outcome of the analysis in the form of suggestions. The statistical data become
organized, condensed intelligible through classification and tabulation. It enables
analysis and interpretations.
The study was conducted at Kisan group of companies, Bangalore a study on
the employee retention through job satisfaction. The data was collected through
interview with the staffs and through filling questionnaire by the employees.
The sampling method used in this study is random sampling so questionnaire
was prepared and given to employees the data thus obtained are tabulated and
percentage was found for each item.
CODING AND TABULATION
The purpose of coding is to put the answers into meaningful categories, which
is essential for classification. This process involves to steps. The first step is to decide
on the category to be used, the second is to allocate individual answers to them.
Tabulation is a process which held in understanding complex numerical facts.
Tabulation is regarded as the last stage in processing of data and forms the gateway
for further statistical treatments.
PIE DIAGRAM
Pie diagram is very helpful it early brings out the relative importance of the
various components. Angle 360 represent 100% and the corresponding angles for
each component can be found by multiplying 360 with % of the component.
PERCENTAGE
The percentage of each item is obtained by the ratios are multiplied with 100.

31
BAR DIAGRAM
Bar diagram is one of the methods for using data presentation. In bar
diagrams dates are presented in terms of bars and rectangles. The length and height
of the bars may differ according to different values or variables that are length may
be more or less but breadth remains same.

32
1. AGE OF RESPONDENTS
Age group Frequency Percentage
18-25 6 4
26-35 66 44
36-40 51 34
Above 41 27 18
Total 150 100
INTERPRETATION:
The survey conducted revealed that only 4% of employees were in the age
group 18-15 years. 44% of employees were between the age 26-35, 34% of employees
were in the age group 36-40 and 18% were in the age group 41 & above.
4%
44%
34%
18%
Age group
18-25
26-35
36-40
Above 41

33
2. GENDERWISE CLASSIFICATION
Sex Frequency Percentage
Male
120 80
Female
30 20
Total
150 100
INTERPRETATION:
The result shows that the male employees were more than the female
employees. That is, 80% male employees and 20% female employees.
80%
20%
Gender
Male
Female

34
3. EDUCATIONAL QUALIFICATIONS
Category Frequency Percentage
SSLC
0 0
Pre-degree
6 4
Degree
30 20
PG
114 76
Total
150 100
INTERPRETATION:
The result of the survey conducted shows that 4% of employees working in
the organization were pre-degree holders, 20% among them were degree holders
and rest 76% are postgraduates.
0
10
20
30
40
50
60
70
80
SSLC
Pre-degree
Degree
PG
Educational qualification

35
4. WAGE PERFORMANCE
Wage Frequency Percentage
5000-15000
12 8
15001-25000
45 30
25001 & above
93 62
Total
150 100
INTERPRETATION:
The survey reveals that 62% of employees in the organization were getting
wages of Rs.25000 or more, 30% of employees were earning wages between 15000 &
25000 and only 8% employees were getting wages between 5000 & 15000.
8%
30%
62%
Wage performance
5000-15000
15001-25000
25001&Above

36
5. WORK EXPERIENCE
Duration Frequency Percentage
Below 5 years
126 84
5-10 years
21 14
More than 10
years
3 2
Total
150 100
INTERPRETATION:
Out of the total employees surveyed only 2% of the employees have an
experience of more than 10 years, 14% of employees have an experience of 5-10
years and 84% fall in the category of having experience of below 5 years.
84%
14%
2%
Work experience
Below 5 years
5-10 years
More than 10 years

37
6. DESIGNATION STRUCTURE OF EMPLOYEES
Designation Frequency Percentage
Workman
54 36
Staff
75 50
Supervisors
12 8
Executives
9 6
Total
150 100
INTERPRETATION:
Out of the total workforce surveyed, 36% of employees coming under the
category of workmen, 50% of employees fall in the category of general staff, 8% are
in the supervisory post and 6% constitutes the top executive post.
36%
50%
8%
6%
Designation structure
Workman
Staff
supervisors
Executives

38
7. JOB SATISFACTION
Choice Frequency Percentage
Highly satisfied
72 48
Satisfied
51 34
Not satisfied
24 16
Not at all satisfied
3 2
Total
150 100
INTERPRETATION:
The survey conducted among the employees reflected that 48% of employees
were highly satisfied and 34% of employees said they were satisfied with their job.
16% employees were not satisfied with their job also 2% employees were not at all
satisfied with their job.
0
5
10
15
20
25
30
35
40
45
50
Highly satisfied Satisfied Not satisfied Not at all satisfied
Job satisfaction

39
8. REASON FOR REMAIN EMPLOYED WITH THIS AGENCY
Career advancement
opportunity
9 6
Challenging work 39 26
Salary 45 30
Employee benefits 42 28
Less travel 3 2
Supervision/Management 12 8
Total 150 100
INTERPRETATION:
The result shows that 30% of employees were chosen to remain employed
with the agency because of the salary and 38% employees because of the benefits,
provided by the organization. Almost 26% of employees consider challenging work
and 8% employees consider supervision/management as the reason for remain
employed with the agency. Only 2% of the employees remain employed with the
agency because of less travel.

40
REASON FOR REMAIN EMPLOYED WITH THIS AGENCY
0
5
10
15
20
25
30

41
9 (a). TO KNOW THE EMPLOYEES HAVE EVER CONSIDERED
LEAVING THEIR JOB
Yes 120 80
No 30 20
Total 150 100
INTERPRETATION:
According to the survey conducted, 80% of employees were considered
leaving their job and 20% of employees were not considered leaving their job.
80%
20%
Opinion on leaving job
Yes No

42
9(b). REASON WHY EMPLOYEES CONSIDERED LEAVING
THEIR JOB
Reasonto consider
leaving job
Frequency Percentage
Frustration with
supervisor
6 5
To reduce stress 15 12.5
Obtain better
salary
99 82.5
Schedule not
conductive to
family life
0 0
Total 120 100
INTERPRETATION:
From the survey conducted it was found that 82.5% of employees were
considered leaving their job to obtain better salary and 12.5% employees to reduce
stress. Only 5% employees were considered leaving their job due to frustration with
supervisors.

43
REASON WHY EMPLOYEES CONSIDEREDLEAVING THEIR JOB
5
12.5
82.5
0
0
10
20
30
40
50
60
70
80
90
Frustration with
supervisor
To reduce stress Obtain better salary Schedule not
conductive to family life

44
10. RELATIONSHIP WITH THE REPORTING MANAGER
Excellent 96 64
Very good 33 22
Good 18 12
Poor 3 2
Worst 0 0
Total 150 100
INTERPRETATION:
The survey conducted among the employees revealed that 64% of
respondents having excellent relationship with the reporting manager. It was found
that 22% of employees having very good relationship with the reporting manager
and 12% of employees said they have good relationship with the reporting manager
.Only 2% of the employees have poor relationship with the reporting manager.

45
RELATIONSHIP WITH THE REPORTING MANAGER
64
22
12
3 0
Excelllent Verygood Good Poor Worst

46
11. RECOGNITION & REWARDS ON ACHIEEVEMENTS
Yes 114 76
No 36 24
Total 150 100
INTERPRETATION:
From the survey it was found that 76% of respondents were getting
recognition and rewards on their achievements and the rest 24% feels they were not
getting any recognition and rewards on their achievements
76%
24%
Recognition and rewardson achievements
Yes No

47
12. IMPORTANCEOF APPRECIATION FOR WORKBY CO-
WORKERS & SUPERVISORS
Yes 135 90
No 15 10
Total 150 100
INTERPRETATION:
Out of the total work force, 90% of the employees have an opinion that
appreciation for their work by the co-workers and supervisors is important. And the
rest 10% of the employees doesn’t feel that appreciation for work by co-workers and
supervisors is important.
90%
10%
Importance of appreciationfor work by co-
workers& supervisors
Yes
No

48
13.SATISFACTION WITHFACILITIES PROVIDED BY THE
ORGANISATION
Yes 123 82
No 27 18
Total 150 100
INTERPRETATION:
Out of the total work force surveyed, 82% of the respondents have opinioned
that the facilities provided by the organization are good and 18% of the respondents
were not satisfied with the facilities provided by the organization.
82%
18%
Opinion about facilities provided by
organisation
Yes
No

49
14.THE INFRASTRUCTUREAND EQUIPMENTS PROVIDED
Choice Frequency of
respondents
Percentage
Excellent 30 20
Very good 36 24
Good 69 46
Poor 15 10
Worst 0 0
Total 150 100
INTERPRETATION:
The survey revealed that 20% of the employees have an opinion that the
infrastructure and equipment provided by the organization are excellent, this shows
that these employees were highly satisfied with the infrastructure and equipment
provided. 10% of the employees rated the infrastructure and equipment provided by
the organization as poor. Rest of the employees had a fair opinion about the
infrastructure and equipment provided.

50
THE INFRASTRUCTUREAND EQUIPMENTS PROVIDED
Excellent
Very good
Good
Poor
Worst
20 24
46
10
0

51
15.OPPORTUNITYTO SHARE IDEAS AT WORK
Choice Frequency of
respondents
Percentage
Yes 81 54
No 69 46
Total 150 100
INTERPRETATION:
According to the survey, 54% of the employees had an opinion that they have an
opportunity to share ideas at work and 46% employees were of the opinion that they
don’t have an opportunity to share ideas at work.
54%
46%
Opportunity to share ideas at work
Yes
No

52
16.ITEMS REGARDING EMPLOYMENT WITHTHE AGENCY
Items Excellent Good Fair Worst Total no. of
respondents
Positive work
environment
23 85 42 0 150
Equitable
compensation
12 48 80 10 150
Appropriate
balance of work
life issues
4 107 36 3 150
Flexibility in
work schedule
28 89 33 0 150
Training &
development
experiences
0 2 50 98 150
Opportunity for
advancement
9 22 67 52 150
Promoted
diversity
32 23 67 28 150
INTERPRETATION:
According to the survey conducted, most of the respondents (85 out of 150) rated
working environment as good and 80 employees out of 150 have fair opinion about
the compensation provided by the organization. The appropriate balance of work-
life issues as well as the flexibility in work schedules rated as good. Training and
development experiences rated as poor, this shows the employees were not satisfied
with the training and development programs provided by the agency. Opportunity

53
for advancement and promoted diversity rated as fair, means neither good nor
worst.
ITEMS REGARDING EMPLOYMENT WITHTHE AGENCY
23
12
4
28
0
9
32
85
48
107
89
2
22
23
42
80
36
33
50
67
67
0
10
3
0
98
52
28
0 20 40 60 80 100 120
Positive work environment
Equitable compensation
Apprpriate balance of work life issues
Flexibility in work schedule
Training and development experiances
Opportunity for advancement
Promoted diversity
Worst Fair Good Excellent

54
17.STATEMENTS REGARDING SUPERVISION RECEIVED
Statements Always Usually Sometimes Never Total no. of
respondents
Sets clear
goals/performance
expectations
16 60 72 2 150
Distribute workload
equally
18 59 65 8 150
Provides information
needed to perform job
18 58 69 5 150
Recognize employee of
their achievements
17 52 60 21 150
Welcomes suggestions
and encourage
feedback
35 80 29 6 150
Is
accessible/approachable
96 47 7 0 150
Addresses problems
promptly
12 40 92 6 150
Is trustworthy 54 76 18 2 150

55
INTERPRETATION:
According to the survey conducted, majority of the respondents said that the
superiors sometimes sets clear goals and performance expectations, distribute
workload equitably, provides information needed to perform job and recognize
employee of their achievements. The survey shows that about 50% of the employees
were of the opinion that the superiors usually welcomes suggestions, encourage
feedback, is trustworthy and also is always accessible & approachable.
STATEMENTS REGARDING SUPERVISION RECEIVED
0 20 40 60 80 100
Sets clear goals/performance
expectations
Distribute workload equally
Provides informations needed to
perform job
Recognize employee of their
achievements
Welcomes suggestions & encourage
feedback
Is accessible/approacheble
Addresses problems promptly
Is trustworthy
16
18
18
17
35
96
12
54
60
59
58
52
80
47
40
76
72
65
69
60
29
7
92
18
2
8
5
21
6
0
6
2
Never Sometime Usually Always

56
18.STATEMENTS REGARDING THE LEADERSHIP OF THE
AGENCY
Statements Always Usually Sometime Never Total no of
respondents
Sets clear
objectives/goals
for the
organization
19 69 60 2 150
Encourage co-
operation and
team working
skills
48 80 8 14 150
Values employee
contributions
24 74 46 6 150
Make an effort to
hear employee
concerns
29 73 40 8 150
Encourage open
communication
27 42 48 33 150
Treats employee
with respect
19 48 52 31 150
INTERPRETATION:
The survey conducted among the employees reflected that most of the employees
were of opinion that organization usually sets clearobjective/goals, encourage co-
operation and team working skills, values employee contributions and hear
employee concerns. Many employees opinioned that the organization sometimes
encourage open communication and sometimes treats employees with respect.

57
STATEMENTS REGARDING THE LEADERSHIP OF THE
AGENCY
0 10 20 30 40 50 60 70 80
Sets clear objectives/goals for the
organisation
Encourage co-operation and teamworking
skills
Values employee contributions
Make an effort to hear employee
concerns
Encourage open commmunication
Treats employee with respect
19
48
24
29
27
19
69
80
74
73
42
48
60
8
46
40
48
52
2
14
6
8
33
31
Never Sometime Usually Always

58
19.ITEMS AS THEY RELATED TOJOB SATISFACTIONAND
PERFORMANCE
Items Excellent Good Fair Poor Total no of
respondents
Salary
20 29 77 24 150
Benefits
33 58 54 5 150
Retirement plan
0 9 39 102 150
Training and
support
4 18 42 86 150
Employee
involvement
(team
management)
11 44 52 43 150
INTERPRETATION:
The survey askedrespondents to rate some items as they related to their job
satisfaction and performance. The result is, the salary rated as fair and benefits
rated as good. The items retirement plan and training and support are rated as
poor. The employee involvement in the organization rated as fair.

59
ITEMS AS THEY RELATED TO JOB SATISFACTION AND
PERFORMANCE
0
20
40
60
80
100
120
Salary Benefits Retirement plan Training and
support
Employee
involvement in
the organisation
20
33
0
4
11
29
58
9
18
44
77
54
39 42
52
24
5
102
86
43
Excellent Good Fair Poor

60
20.TO KNOW WHAT MAY BE THE PRIMARY REASON FOR
PERSONALLEAVING EMPLOYMENT
Options No of respondents Percentage
Insufficient salary
84 56
Pursue other goals
27 18
Physical working
conditions
27 18
High stress
12 8
Total
150 100
INTERPRETATION:
Out of the total work force, 56% of the employees believes that insufficient salary
is the primary reason for personal leaving employment.18% of the employees were
of opinion that the personal leaving employment is to pursue other goals and
another 18% of the employees believes physical working condition can be the
primary reason for personal leaving employment. Rest 8% employees said high
stress is the primary reason for personal leaving employment.

61
TO KNOW WHAT MAY BE THE PRIMARY REASON FOR
PERSONALLEAVING EMPLOYMENT
0
10
20
30
40
50
60
Insufficient salary Pursue other goals Physical working
condition
High stress

62
21.TO KNOW WHAT ONE ITEM, IF IMPROVED, WOULD
HAVE THE GREATESTIMPACT ON RETENTIONOF
EMPLOYEES
Options Frequency of
respondents
Percentage
Salary 78 52
Benefits 54 36
Management 3 2
Physical working
environment
6 4
Training 9 6
Total 150 100
INTERPRETATION:
From the survey it was found that almost 52% of the employees believe salary is
the one item, if improved, would have the greatest impact on employee retention.
36% of the employees were of opinion that benefits, if improved, would have
greatest impact on retention of employees. 4% of the employees said physical
working environment, 6% of the employees said training and another 2% of the
employees said management is the one item, if improved, would have the greatest
impact on employee retention.

63
TO KNOW WHAT ONE ITEM, IF IMPROVED, WOULD HAVE THE
GREATEST IMPACT ON RETENTION OF EMPLOYEES
52
36
2 4 6
0
10
20
30
40
50
60
Salary Benefits Management Physical working
environment
Training

64
22.WORKFORCE CAREERPLANS
Options Frequency of
respondents
Percentage
Retire or leave employment
within 1-2 years
6 4
within 3-5 years
15 10
within 6-10 years
27 18
No plans to retire or leave
employment in the
foreseeable future
102 68
Total 150 100
INTERPRETATION:
The result of career plans shows that 4% of the work force said they planned on
retiring or leaving employment within 1-2 years and an additional 10% said they
planned to leave employment within 3-5 years. Another 18% said they planned to
leave within 6-10 years. Roughly 68% indicated that they had no plans to retire or
leave employment within the foreseeable future.

65
WORKFORCE CAREERPLANS
4
10
18
68
Retire or leave
employment within 1-2
years
Retire or leave
years
Retire or leave
years
No plans to retire or
leave employment in the
foreseeable future

67
5.1 FINDINGS
 Majority of the respondents are less experienced in their job.
 Most of the respondents are having high educational qualification.
 80% of the respondents are males.
 Almost 50% of the employees were highly satisfied with their present job.
 Majority of the employees considers salary as the main factor which made
them remain employed with the agency. At the same time those employees
have considered leaving their job to obtain better salary.
 During the conduct of the study it was found that most of the respondents
have a fair opinion about the facilities provided by the organization.
 From the study it was revealedthat majority of the respondents were
satisfied with the infrastructure and equipment provided by the organization.
 Majority of the employees have an opinion that salary is the one item, if
improved, would have the greatest impact on employee retention.
 Most of the respondents had a positive attitude towards the employment with
the agency, supervision received and leadership of the agency.
 The study revealed that most of the respondents were not at all satisfied with
the training and development programs provided and also the retirement
plan.
 The result of the study shows that the factors such as salary, compensation,
benefits, recognition &opportunities were rated as more important to
employee retention.
 The result of employee career plan shows that high percentages of employees
had no plans to leave or retire from the employment within the foreseeable
future.

68
5.2 SUGGESTIONS
 The company should regularly measure the effectiveness of the retention
strategy.
 Provide employees with opportunity for growth and development.
 Care for the wellbeing of the people by making employees’ lives easierand
less stressed.
 Spent more time and money on retention programs than on recruitment.
 Train managers to select, identify, guide, coach, reward and retain people.
 Routinely monitor internal pay equity among staff members and recommend
adjustments when needed.
 Establish an incentive based compensation plan where at least some portion
of the earnings is determined by successful completion of objectives in order
to encourage achievements.
 Reward for performance not for seniority.
 Routinely discuss career plans then provide development opportunities based
on their skills, interests and goals.
 Ask employees for ideas and inputs on how and where to make improvements
in programs, systems, services, processes and procedures.
 Encourage co-operation through team work.
 Encourage mutual recognition among co-workers.
 Praise employees evenfor small steps.
 Create trust by practicing open communication.
 Build a flexible work environment that welcomes new ideas, risk taking and
doesn’t carve all decisions in stone.
 Look for ways to increase your retention rate, and you will not only have
happier employees, but your company will have a better bottom line as well.

69
5.3 CONCLUSION
The retention factors are critical and should be well addressed by any
organization in order to meet its goals and objectives. The only way to truly
understand employees is to ask them what they want and to find out what can be
done to help them reach their goals. By asking, becoming involved, and being
accountable, supervisors can go a long way in improving employee job satisfaction
as well as retention.
The purpose of the study was to know how the work force dealing with the
concept of employee retention through job satisfaction. The study found high efforts
provided by Kisan to attain and attract existedemployees. The study has enabled to
understand the effectiveness of retention strategy followed by Kisan. Taking all the
aspects in view, it can be concluded that Kisan is successful in retaining employees
through job satisfaction.

71
QUESTIONNAIRE
A study on employee retentionthrough job satisfactionin KISAN GROUP
OF COMPANIES, Bangalore.
1. Name :
2. Age : 18-25 [ ] 26-35 [ ] 36-40 [ ] 41&above [ ]
3. Sex : Male [ ] Female [ ]
4. Educational qualification:
S.S.L.C. [ ] Pre-degree [ ] Degree [ ] PG [ ]
5. Monthly wages: 5000-15000[ ] 15000-25000[ ] 25000 above [ ]
6. How long have you been working in this organization:
Below 5yr [ ] 5-10yrs. [ ] More than 10 yrs. [ ]
7. Designationof Employee:
Workmen [ ] Staff [ ] Supervisors [ ] Executives [ ]
8. How satisfiedare you withthe job?
Highlysatisfied[ ] Satisfied [ ] Not satisfied[ ]
Not at all satisfied[ ]
9. Why have you chosen to remain employed withthis agency?
Tick that apply
Career advancement opportunity [ ]
Challenging work [ ]
Salary [ ]
Employee benefits [ ]

72
Less travel [ ]
Supervision/management [ ]
10. Have you ever considered leaving your job?
Yes [ ] No [ ]
If yes why?
a) Frustrationwithsupervisors [ ]
b) To reduce stress [ ]
c) Obtain better salary [ ]
d) Schedule not conductive to family life [ ]
11. How is your relationshipwiththe reporting manager?
Excellent [ ] Very good [ ] Good [ ] Poor [ ] Worst [ ]
12. Do you have recognitionand rewards on your achievements?
Yes [ ] No [ ]
13. Is it important that appreciation for your work by your co-workers and
supervisors?
Yes [ ] No [ ]
14. Are the facilities providedby the organization good? (Like cafeteria,
transport and other corporate services)
Yes [ ] No [ ]
15. How do you rate the infrastructure & equipment provided?
Excellent [ ] Very good [ ] Good [ ] Poor [ ] Worst [ ]

73
16. Do you have an opportunity to share ideas at work?
Yes [ ] No [ ]
17. Please rate the following items regarding your employment withthe
agency
Items Excellent GoodFair Poor
a) Positive work
Environment [ ] [ ] [ ] [ ]
b) Equitable
Compensation [ ] [ ] [ ] [ ]
c) Appropriate
Balance of
Work life issue [ ] [ ] [ ] [ ]
d) Flexibilityinwork
Schedule [ ] [ ] [ ] [ ]
e) Training &
Development
Experiences [ ] [ ] [ ] [ ]
f) Opportunity for
Advancement [ ] [ ] [ ] [ ]
g) Promoted
Diversity [ ] [ ] [ ] [ ]

74
18. Please rate the following statements regarding supervisionreceived
a) Statements Always Usually Sometimes Never
Sets clear
Goals/performance
Expectations [ ] [ ] [ ] [ ]
b) Distribute
Work load
Equitably [ ] [ ] [ ] [ ]
c) Provides
Information
Needed to
Perform job [ ] [ ] [ ] [ ]
d) Recognize
Employee of
Their
Achievements [ ] [ ] [ ] [ ]
e) Welcomes
Suggestions &
Encourage
Feedback [ ] [ ] [ ] [ ]
f) Is accessible/
Approachable [ ] [ ] [ ] [ ]

75
g) Addresses problems
Promptly [ ] [ ] [ ] [ ]
h) Is trustworthy [ ] [ ] [ ] [ ]
19. Please rate the following statements regarding the leadershipof the
agency
Statements Always Usually Sometimes Never
a) Sets clear
Objectives/goals
For the
Organization [ ] [ ] [ ] [ ]
b) Encourage
Co-operation &
Team working skills [ ] [ ] [ ] [ ]
c) Values employee
Contributions [ ] [ ] [ ] [ ]
d) Make an effort to hear
Employee concerns [ ] [ ] [ ] [ ]
e) Encourage open
Communication [ ] [ ] [ ] [ ]
f) Treats employee
With respect [ ] [ ] [ ] [ ]

76
20. Please rate the following as they relatedto your job satisfaction and
performance
Items Excellent GoodFair Poor
a) Salary [ ] [ ] [ ] [ ]
b) Benefits [ ] [ ] [ ] [ ]
c) Retirement plan [ ] [ ] [ ] [ ]
d) Training & support [ ] [ ] [ ] [ ]
e) Employee involvement in the
Organization
(Team management) [ ] [ ] [ ] [ ]
21. What may be the primary reason you believe is the primary reason for
personal leaving employment?
Tick your option
a) Insufficient salary [ ]
b) Pursue other goals [ ]
c) Physical working condition[ ]
d) High stress [ ]
22. What one item, ifimproved, would have the greatest impact on retention
of employees?
Tick your option
a) Salary [ ]
b) Benefit [ ]

77
c) Management [ ]
d) Physical working environment [ ]
e) Training [ ]
23. As you thing to the future, which of the following best to describe your
career plans at this time?
a) Retire or leave employment within1-2 years [ ]
b) Retire or leave employment within3-5 years [ ]
c) Retire or leave employment within6-10 years [ ]
d) No plans to retire or leave the employment inthe
Foreseeable future [ ]
-Thank you-

79
BIBLIOGRAPHY
 C. B. Gupta, Human Resource Management, Sulthanchand & sons
Educational Publishers-New Delhi.
 C. Murthi, ResearchMethodology, Vrinda publication Pvt. Ltd., Delhi-
110091.
 Eskildsen, J.K., Nussler, M.L. (2000), "The managerial drivers of employee
Satisfaction and loyalty", Total Quality Management, Vol. 11 No.4 and 5.
 Kothari C. R., Research methodology, New Age Publications Pvt. Ltd., New
Delhi.
 Kotler, P., Armstrong, G., Cunningham, P.G., (2002), Principles of
Marketing, Prentice-Hall, Englewood Cliffs, NJ.
 Desai, K.K., and Mahajan, V., (1998) “Strategic role of affect-based
Attitudes in the acquisition, development and retention of customers”,
Journal of Business Research, Vol.42, July, pp.309-24.
 Gopinath, C. and Becker, T.E. (2000). ‘Communication, procedural justice,
and employee attitudes: relationships under conditions of divestiture.’ In
Journal of Management, v26, pp. 63-83.
 Articles
 Company journals and magazines
 Company annual reports
 Websites :
www.kisangroup.com
www.google.com

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