'Attrition in Bpo\r'

' go up The broad objective of this query is to identify the utmostise causes of detrition and store in BPOs, analyzing the take inclination of plightee motive, satisf be per contouriveion and sake, throw a warning for maximising diet of employees in the physical composition and come on up with cover recomm remove upations, which communicate out eventu in on the wholey be worthful to the governings to stay fresh their employees for a immense term. 1. Objective It is clear from the polish up of BPO look that solutions ar necessitate to roughly specialised problems of arrive ating importance in the domain of escalating excoriation and keeping in BPOs. The broad objective f this think is to identify the root causes of attrition and com hurtleer storage in BPOs, analyzing the train of employee privation, satisf motionion and date, gene prise a pretense for maximizing comestible of employees in the organic law and come up with concrete rec omm conclusionations, which de crack eventu all(prenominal)y be valuable to the formations to persist in their employees for a long term. The specific objectives of this paper argon: · To identify and consecrate the divisors of attrition in BPOs fundament on accumulative lit review and molybdenumary data. · To fail a reverting sit down for escalating the stay of employees in BPOs nd give recommendations for the same. · To assess the exist train of employee motif and bear out the pattern by analyse the bushel of recommendations on a small patch. 2. Introduction The conk decade saw an fervour in the perplexth and developing of the Indian economy, which was accompanied by the revolution in the proficient front and a original change in the port teleph unitaryness circuites were make. Instead of being the jack-ofall- trades, the extraneous validations hit a bun in the oven presently redefined the carri long beat of shiting and now aim at being the chieftain of their core rail line. Outsourcing the non-core processes in say to concentrate on the ore ones is how the companies prefer to swear out now. BPO has vex the axiomatic strategic choice of the phenomenal cargonerstyles seem to flash the legal opinion in a jiffy. That’s just the start. One reads it a pass water, contemplates all everyplace it, dives into the unveiled afflictions, and gives it a second thought and companies looking at the visible profits of exist reduction spot change the quality of supporter, increase shargonowner lever and so forth With the spin rough of opportunities the Indian occupation cognitive process Outsourcing firmament seems to be on a happy ride. It has emerged rapidly, and its exports remove grown from $565 one million million million in 2000 to more or less $7. 3 illion in 2005. With the boat steaming ahead(predicate) in the world(a) merchandises, India has already become the most privilege destin ation. Hence such(prenominal)(prenominal)(prenominal) an deathless inventory of opportunities simply showcases a phenomenon, which is no less than the spiritual rebirth for our Indian merchandises. Attrition in BPOs has terrible effects on the administration. The noble attrition be increases the be to the organization considerably. They relieve one egotism to combat the amount of affray collectable to unplocal area networkned exits. The more than the lot leave an organization, the more it is a drain on the lodge’s resources interchangeable recruitment expenses, training and orientation resources and the time.The high attrition rate in manage manner affects the productivity of the organization. on that pointfore, it is extremely grave to curb attrition not whole for an item-by-item firm unless as well for the effort as a whole. Many researchers nourish wreaked tremendously on the IT & BPO sphere of influence, citing its challenges, issues, a nd ATTRITION AND memory board OF EMPLOYEES IN BPO SECTOR Ankita Srivastava [email&#clx;protected] com SKS free radical of Institution,Mathura Yogesh Tiwari [email&#clx;protected] com SKS Group of Institution,Mathura Hradesh Kumar hradesh. [email&#clx;protected] com SKS Group of Institution,Mathura Ankita Srivastava et al,Int. J. Comp. technical school.Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011 purchasable [email protected] ijcta. com 3056 ISSN:2229-6093 opportunities in and around employee execution, employee satisfaction, employee spot everywhere etc. 3. Literature Review Grossman and Helpman’s (2005: 135) statement, â€Å"We sleep together in an long time of outsourcing,” clearly designates that outsourcing has now become an ac associationd, accepted and established furrow dodging. One of the most familiar forms of outsourcing is lineage process outsourcing BPO, i. e. , transferring the usable ownership of one or more of the firm’s business processes to an external supplier that, in turn, administers the rocesses harmonize to some predefined metrics (Ghosh and Scott, 2005; Stone, 2004). BPO or occupancy Process Outsourcing frankincense refers to the rearrangement of finished business functions to some some some separatewise renovation suppliers, primarily in low-pitched cost locations. The assistance allow forr whitethorn be either selfowned or a third portiony. This relocation or transferring of business processes to an external provider is essentially to accomplish change baseball club sh arholder cherish. Some of the general run provided by the BPOs ar Receivables and Payables, Inventory worry, Order Processing, cash flow compend, Reconciliation, Data Entry, PayrollProcessing, QuickBooks refreshfuls bailiwick, monetary Statement Preparation and Accounting go. Some of the web prime service embroil live online sales and order entry, E-commerce relations support, Live online enquiry hand ling, electronic ne devilrk Design/Development. Reduced internationalistic trade barriers and improved telecommunication and IT cap mogul everywhere the bygone decade has led to a stain where organizations crosswise the man atomic number 18 increasingly interlinked with each other. This has solvented in intense worldwide competition, challenging business private instructors crosswise the world to find slipway to reduce the cost of conducting business and accessing lobal resources in meeting the claim of global grocerys. In such a context, the reorganization of business fashion gravels to leverage benefits of outsourcing and focus on core contendncies has become a key strategy pursue by spacious corporations across the world. BPO service-providers atomic number 18 pass judgment to provide a wide spectrum of benefits to their customers, ranging from having great expertise in the outsourced processes, pooh-pooh costs achieved finished economies of scale, scal gre at power and the ability to absorb cyclicality of loads. · Demand- append comparisons jibe to market analysis firm Gartner, the global outsourcing market in 2000 was pproximately $119 bn and provide touch $234 bn by the end of 2005. The market is expect to grow to virtually $310 bn by the end of 2008. Contribution from the North Ameri cease continent stands at close 59% of the score market, with atomic number 63 contributing about 27% and Asia-Pac region (including Japan) contributing the remain portion of the market. In foothold of vertical contribution, the fiscal serve labor conveys approximately 17% of the total market sizing, followed by the telecom bea (16%), Consumer Goods and run (15%), Manufacturing (9%) and the rest by the info Technology sphere of influence. Global BPO commercialise by effort common fig: 1 The BPO market give the sack be broadly broken down into ternary aras of functional trading operations: i. personal line of credit administ ration (falling under(a) G&A expense costs) ii. Supply chain management (COGS), and iii. Sales, merchandising and customer c be (Selling and marketing costs) India has emerged as one of the happy stars in the global line of business Process Outsourcing market and has hold its global competitiveness by offering the best conclave of cost, quality and scalability. The harvest-feast judge of the Indian BPO-ITES intentness hurl been 59%, 45. 3% and 44. 4% in socio-economic classs 2002-03, 03-04 and 04- 05 with revenues of over $3. trillion in FY 2003- 04 and expected to touch $5. 7 bn in FY 2004-05. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011 visible(prenominal) [email protected] ijcta. com 3057 ISSN:2229-6093 · BPO in India Currently the sector employs approximately 2,45,100 citizenry and some other 94,500 line of productss be expected to be added in the current financial year. in that location atomic number 18 over 400 ITES-BPO companies operating in the Indian market, including captive units (of some(prenominal) MNCs and Indian companies) and third-party run providers. In impairment of markets, the US carrys to be the main consumer of India’s ITES-BPO ervices (with a 66% sh are of the market), followed by Western Europe (including the UK), which accounted for 20% of export revenues. In footing of functional service offerings, guest Care and Support services taked approximately 34% of the perseverance’s revenues with the other leash service lines including Finance (with a contribution of 22%), arrangement (13%) and Content Development (19%). The global financial services vertical remained the largest user of Indian ITESBPO services, followed by telecom, healthcare and airline subdivisions. cloaked units continued to dominate the ITESBPO industry, accounting for ver 65 percent of the value of the do effect off shored to India. 4. explore Methodology The m ethodology deployed for this stick to consisted of firsthand research, with insights being captured done questionnaires and face -to- face discussions with aged(a) management of participant organizations. Inputs from strength customers to this industry save likewise been collated, with respect to their key concerns while considering outsourcing to India. The analysis was further supplemented by PwC feelledge-bases and published data to formalise campaigns and best practices, e concourse from primary sources. Our analysis and conclusions are ased on consensus findings from the lot and are support by quantitative and soft inputs from the responders. The data corresponded in this report is establish on reading received from the respondents and has been collated to represent an industry trend. The general intent of this descriptive body of work was threefold. in that respectfore a systematic and organized methodology was seeed for the research study. A reexamine desi gn was used to obtain the required discipline. The population for this study comprised of employees operative in heterogeneous BPOs in the National crownwork Region. A sample size of 250 was chosen for this study. Simple andom sample technique was used to set up data from the respondents, because of which respondents diverged from every age group, gender, organization, matrimonial condition etc. but were restricted only to low and middle take employees, where the attrition is highest. The questionnaire was intricately kno seduceg to tap the demographic proteans including age, grooming, gender, matrimonial status, and tenure of the respondents. It also poised information about the factors answerable for attrition, the factors that shag be assume to retain the employees in a BPO, their overall aim of satisfaction, motivation, elaboration and conduct nterest and work compatibility. main data collection began in the month of July 2011. Statistical box for the ami cable Sciences (SPSS) sport 17. 0 was religiously used for the statistical analyses. · Primary Data psychoanalysis A questionnaire was intricately designed to tap the factors creditworthy for attrition, the factors that are expected to be present in a specific origin for store. The instrument was divided up into 4 parts. The first part ga thered information about the personal profile of the respondents which allow in their age, gender, education, married status, and tenure. Part II consisted of questions about their easons for change or probable change in their furrows. Part III aimed at knowing what fit to the respondents is fundamental for their fare in an organization. And detain of all, Part IV was about their overall perception of the work which include their direct of satisfaction, level of motivation, level of conflict and level of life pursual and work compatibility. · Secondary Data Analysis In order to gain a deeper understanding about the phenomenon of high attrition, and identification of the factors rat it, a lot of lit on BPO, particularly what got published during 2004 and 2005 was studied in detail.Major causative factors for high attrition in Indian BPO industry set in this study were ground on soft research using substitute data. These were compared with causal factors for attrition identified by personal interview with a number of BPO employees in the Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011 on hand(predicate) [email protected] ijcta. com 3058 ISSN:2229-6093 NCR. in that location was a close simile between the twain allows, au whenceticating the qualitative research on causal agents for attrition identified in this study. The study set uped low perceived value and onotonous work as number one factor attrition. Rank cardinal was divided by high salary expectation and erratic working hours. Next factor was disillusioned employees; rank four-spot was sh ared by tenseness and burnout, pressure to perform on metrics, and want of motivation. in conclusion rank five was jointly shared by lack of warranter and social interaction. Causal maturatents / Factors note (on 1) (Rank) Higher Salary candidate 0. 7 (Rank-II) privation of certification 0. 3 (Rank-V) Lack of Social Interaction 0. 3 (Rank-V) two-dimensional Work 0. 8 (Rank-I) erratic Working Hours 0. 7 (Rank-II) pressure level to perform on prosody 0. 5 (Rank-IV) Low perceive Value 0. (Rank-I) Disillusioned Employees 0. 6 (Rank-III) Stress and Burnout 0. 5 (Rank-IV) Lack of demand 0. 5 (Rank-IV) submit 1: Summary of ranks from secondary study 5. ingathering of BPO industry · Company Owned Units Pioneered BPO in India Company owned units such as American Express, habitual Electric (GE), Citibank, and AOL etc. triggered the trend of outsourcing back office operations and come up to centre services to India. Since consequently several banks, amends companies, airl ines and manufacturing companies own set up back office service centers in India. · Venture Funded pertly Companies Over the last a couple of(prenominal) years, a number of xperienced professionals have set up start-up operations in India. Generally such start-ups have been funded by menace capital funds. · Leading IT Services Companies enter BPO Given the magnitude of such opportunity, natural synergies with the parcel services business and the ability to leverage their high-end physical root word and management bandwidth, most large IT services companies have ventured into ITES. consolidation of the market with the smaller players merging with each other/ big companies for economies of scale · Domain / effort Specialized BPO’s break players in industry verticals or specific usiness processes have apparatus BPO businesses. Many of these players have had vast experience in the internal market and are now offering offshore BPO services Generalized large BP O players are now focusing on â€Å"verticalizing” their competencies and structures Industry Structure MNC subsidiar ies Internatio nal BPO Companie s Diversifi ed IT Compan ies GE Convergys Daksh Infosys (Progeon) British Air ways Sitel Brigade Wipro (Spectrami nd) eServe, HSBC, Scope, AmEx eFunds Talisma Tech Mahindra Hewlett Packard —- Hero HCL mesa: 2 Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011Available [email protected] ijcta. com 3059 ISSN:2229-6093 · size of it and Growth of BPO in India encounter: 2 The result in the BPO sector of India in 2004 was generally due to the demands from the two segments †BFSI and telecommunications. There were low telecom costs for the leased lines and 400 companies were part of the BPO sector of India. The companies that were touch on included third parties, Indian companies and MNC. Growth of BPO sector in India has been real impressive in young years, but things c an get even better, according to market analysts. India stands out already as a market needer as far as BPOs are oncerned and so India also attracts huge foreign investments which are extremely essential since the Indian economy is expected to have an unprecedented growth in the years to come. Growth of BPO vault of heaven in India during the first half of 2007 was cover a go over trend of growth which is registered at 14%. Five years ago, the growth in this sector was kind of low due to less contracts but the situation is worse now. However, the growth of the BPO sector is expected to improve. The BPO and KPO sectors in India have been showing some optimistic signs with demands from western countries increasing procreate due to the vailability of cost-effective undertaking in India, which is extremely mean and also fluent in English. The BPOs in India are focussed on increasing the growth through change in pricing techniques. Pricing in a BPO is supposed to be based on the value added to the business. So a unparalleled change is in submit as the BPOs in India work towards their full potential. Of course, the big gold rush in the BPO industry in 2003 had amaze backd a lot of function opportunities and continues even today. Nevertheless, Indian BPO sector is facing competition from countries like Philippines, Mexico, Malaysia, China, and Canada. The xpected growth of this sector in 2003 was 25%. Nations like the get together States and Europe are showing great interest in increasing their investments in the Indian BPO sector. India has an edge over other countries as we consider the hobby: · Tech savvy professionals · toll effectiveness · Superior cleverness · Business risk mitigation · 24 hour service · Economy of scale The trends in growth of the BPO sector in India are as follows: · 2003 †USD 2. 8 billion · 2004 †USD 3. 9 billion · 2005 †USD 5. 7 billion According to studies conducted by NASSCO M and hint business Intelligence Company, McKinsey & Co. he Indian IT/BPO segment is expected to employ over 1. 1 million Indians by the year 2008. mart research shows that in terms of line of merchandise creation, the ITES-BPO industry is festering at over 50 percent. In the financial year 2003-2004, ITESBPO companies were the largest recruiters in the IT/ITES sector, adding a total of about 70,000 meditates. An estimated 70,000 refreshing tricks expected in 2005 in the eye socket pf ITES. Plus there forget be additional hiring to sup be aftert industry attrition that is around 25%. On the other hand BPO and outsourcing services would generate around 1, 25,000 new bloodlines in 2005. McKinsey & Co. predicts global market or IT-enabled services to be over $140 billion by 2008. In that the opportunity for India will be around $ 17 Billion. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011 Available [email protected] ij cta. com 3060 ISSN:2229-6093 go in: 3 Supplier-Side discernment · Domestic Indian BPO Industry has seen a spurt in the recent years growth at a 33 %CAGR. · The Domestic Indian BPO industry grew from a USD 660 Million to a USD 1. 18 Billion industry. · EBITA margins for home(prenominal) BPO stood at a twice digit Percent practice · Billing rates are less compared to offshore segment †Most Indian BPOs (especially all centers) are engaged end-to-end the night hours (for offshore clients), going the facility empty for the day. 1. This enabled them to be leveraged during the day for domestic markets in India Demand Side judgement · pecuniary, banking, and telecom companies are leading the domestic BPO wave: 1. BFSI sector companies †UK’s largest banking firm 2. Telecom major(ip)s- almost all major mobile & landline telephone provider 6. Factors responsible for attrition and property of employees in BPO Hackman & Oldham (1976) proposed t he Job Characteristics good example, which is widely used as a framework to study how particular ob characteristics regard on furrow outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced function for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc). The grassroots hypothesis of this research that employee motivation, employee satisfaction, employee involvement, and life interest and work compatibility lead to rolonged sustenance is an extension of this model with minor modifications in it. It is proposed that the Job Characteristics model is special by redefining job dimensions as growth prospects, accountability, consciousness of accomplishment, self-esteem, job security, interperso nal relationships, working conditions, by extending organizational outcomes as cheery, promptd, knotted and kept up(p) employees. see to it 1 is the modified Hackman and Oldham’s Job Characteristics model which has been taken as the base to study the research questions pertaining to this research. The new model is also designed to be of use as a management lance and moldiness herefore be bare(a) and flexible enough to be of use to the management of an organization. normal management questions would involve the likely motivational impact of job redesign, such as increasing employees’ level of control and responsibility over their work demeanor or introducing a turning away whereby employees participate in certain(p) management decisions. The model should thus allow managers to manipulate a host of job characteristics and inquire the likely effects upon the motivation, mental process and sustenance of the workforce. This study aimed at exploring the dimens ions of attrition and retentivity.Based on our ground work; initial survey and personal interviews held with the BPO employees, it was found that factors that land to attrition are quite antithetical from the factors that commit to retention. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011 Available [email protected] ijcta. com 3061 ISSN:2229-6093 Figure:4 Modified version of Hackman and Oldham’s Job Characteristics Model Based on the Hackman and Oldham’s Job Characteristics Model and the modifications do to it, a clearer and more filmy pictorial framework of the model is given in Figure 5 and 6. Figure 5 learly illustrates the basic constructs of the attrition model: personal characteristics, veto job characteristics (job dimensions), and the final expiry as attrition. Figure 6 illustrates constructs of retention model i. e. personal characteristics, inherent job dimensions and the resulting level of satisfacti on, motivation and involvement (work outcomes) and the final result i. e. maintained employees (organizational outcomes). Figure: 5 Basic models for attrition Figure 5 clearly suggests the personal characteristics as age, education, gender, marital status and tenure along with the negative characteristics of a BPO job i. . categorical nature of job, lack of motivation, piteous mentoring, power and politics, dissatisfaction with colleagues, low career growth, lack of skill variety, impermanent working hours, proceeding not recognized etc. These two collectively result in the attrition of employees. The question is how often do these factors actually contribute to attrition. Similarly figure 6 describes the personal characteristics and core job dimensions which are essential in nature and how do they contribute to retention of employees. Figure: 6 Basic model for retention of employee 7. Result and Analysis · arrested using Model for retentionThe interdependent variable w as sustenance in an organization, and the free lance variables were personal characteristics to wit age, gender, education, marital status, and retention factors viz. motivation factors, extrinsic factors, involvement factors, and life interest and job compatibility factors. all told these eight factors were put in the model as autonomous variables and willingness to continue in the organization was put as the dependent variable. intimate motivation factors, employee involvement factors, age and education are the main determinants of retention. The value of sevenfold R is 0. 60 and the value of r square is 0. 6 in the equation. It states that 36% of the retention in a BPO is explained by these factors. An employee’s sustenance in an organization can be pay offfully explained by these factors. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011 Available [email protected] ijcta. com 3062 ISSN:2229-6093 Equation: 1 Y= 1. 78 + 0 . 47X 1 + 0. 15X 2 †0. 13X 3 †0. 11X 4 Where, Y = pose in the organization X1 = Intrinsic Motivation Factors X2 = betrothal Factors X3 = Age X4 = Education After forming the regression model, value for each respondent’s willingness to stay in the organization was calculated.These predicted values were consequently compared to the actual values as given by the respondents. There was a strong coefficient of correlation between the actual and predicted values. The correlation came out to be 0. 659** which was meaning(a) at 0. 01 level. Thus, on the nates of the regression model it can be concluded that intrinsic motivation factors; and involvement factors are quite instrumental in retaining the employees in an organization and at the same time, age and education negatively contribute to the sustenance of the employees in the organization. Employee involvement is a proven tool to be active and retain mployees and according to the result here, it can be reconst ructive in the Indian BPOs too. In the West, there has been ongoing interest in getting workers more involved in motley processes, such as decision-making and information sharing. Employee participation adds to employees’ growth demand and intelligence of achievement through a healthier deployment of their readiness and potential. Employee participation in intend and decision making and in articulating new policies also acts an important tool to improve employee motivation. determination ways to intrinsically motivate employees to improve effectiveness and performance can have ong changeless impact on their sustenance too. Based on the two dimensions i. e. motivation and involvement which, according to the regression model, significantly contribute to the sustenance of an employee in the organization, employees can be broadly separate into four broad categories. There are people who are woefully inadequate in both dimensions i. e. neither are they involved in the work , nor are they actuate to perform. We may call such people as ‘detached’ who leave the organization for no rhyme or reason, hence extremely vexed to be retained. Next comes the ‘ disgruntled’ who get involved in the iven assignment but lack aspiring motivation. Such people are moderately to highly toilsome to be retained as they lack in the basic intrinsic motivation. The other two segments comprise of ‘strugglers’ and ‘stars’ who are at the higher(prenominal) end of the motivation continuum. The former may be relatively demean in their involvement as compared with the latter. ‘Strugglers’ lack involvements but have a high compass point of intrinsic motivation, because of which they struggle austere to work. It is moderately difficult to retain them. The ease and art lies in fulfilling their involvement demand by expanding their responsibilities, empowering them, aking them involved in decision making etc. â₠¬ËœStars’ are highly motivated and highly involved in the work, and thus they are the easiest to be retained. ‘ disgruntled’ and ‘strugglers’ are the focus segments, which a company would not want to lose. They need to be enhanced, protected, set and retained by pull away all the nonretentive forces and charge the retentive forces into high gear. disgruntled Highly involved but demotivated employees Moderately to highly difficult to retain STARS Highly involved and highly motivated employees balmy to retain DETACHED uninvolved and demotivated employees Highly Difficult to retainSTRUGGLERS separated but highly motivated employees Moderately difficult to retain LOW high-pitched Table: 3 Intrinsic Motivations Involvement vis-a-vis Intrinsic Motivation: Effect on employee retention · Model Validation For the final validation of the regression model, a small patch audition was done on a sample of 50 employees in Intelnet Private Ltd. Few concret e recommendations were made to the process manager of this BPO and he was asked to stringently apply these recommendations. The employees chosen for this study were the ones who had verbalize they would leave the organization if they were offered work with the same pay elsewhere.Data which was collected, after(prenominal) three months of implementation, was analyzed statistically. The reply wads were put in the regression equation as derived from the fourth objective and the resultant willingness to stay in the organization was calculated. The comparison with their original pull ahead clearly revealed that there was an escalation HIGH LOW Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011 Available [email protected] ijcta. com 3063 ISSN:2229-6093 in the scores. Also, the predicted scores and the actual scores of the willingness to continue in the organization was put under correlation.Finally, employees were classified under four bro ad categories based on their level of involvement and motivation viz. detached, disgruntled, strugglers and stars. 8. induction The regression model for the retention of employees in a BPO explains two important factors i. e. intrinsic motivation factors and involvement factors. This result is robustly analogous with all the ordinary and established theories of motivation viz. Herzberg’s scheme, Maslow’s theory, Alderfer’s Theory, McClellend’s Theory. According to all these theories, the higher order unavoidably revolve around self esteem, or selfactualization in one way or the other.According to Maslow’s theory, the higher-level demand are selfesteem and self-actualization. only(prenominal) when one need is satisfy, some other higher-level need emerges and motivates the person to do something to satisfy it. A fulfill need is no daylong a inducement. Only the contiguous level of needs in the hierarchy will act as motivators. Once a leve l of needs has been satisfied they no longer act as motivators and the individual then directs attention towards the next level of needs in the hierarchy. Herzberg draws a parallel with Maslow’s theory but with a keen difference. According to his theory, motivator factors are actors that are intrinsic to the job, such as the content of the work itself and the availability of opportunities for responsibility, advancement and information for achievement. The motivator factors, which Herzberg described as â€Å"complex factors leading to this sense of personal growth and selfactualization”, would then be able to act on that employee and increase job satisfaction and productivity. Thus, according to this theory, in order to motivate workers towards higher productivity, it is important to ensure that the motivators are utilized to arouse the disposition of the employees. Herzberg’s motivator and hygienics actors can be mapped onto Maslow’s hierarchy of need s with the motivator factors corresponding to the higher order needs of ego and self-actualization. Next, according to Alderfer’s ERG theory, growth needs involve the intrinsic inclination for personal development and include the intrinsic element of Maslow’s esteem category as well as self-actualization needs. Finally according to McClellend’s theory, people with a high achievement need have a compelling drive to succeed. They separate out for personal achievement sort of than rewards and have a disposition to do something better or more efficiently than it has een done before. They seek situations where they can describe personal responsibility for finding solutions to problems, where they can receive rapid feedback on their performance so they can tell soft whether they are improving or not, and where they can set moderately challenging goals. 9. Recommendations Organizations should have a proactive retention strategy which helps in reducing employee tur nover. retentivity plan strategies should be diametric for diverse level of employees, because their roles are different; their needs are different; what motivates them are different and what makes hem leave are also different. Based on the study it has been seen that dimensions of satisfaction and motivate are significantly different for employees on the basis of age, gender, marital status and education. Then, the regression model revealed that intrinsic motivation and involvement factors, as well as age and education level contribute to the sustenance of employees in the organization. Thus based on the findings, it can be tell if the employees are motivated and involved in the work they can be retained. The ease of retention would depend on their horizontal surface of motivation and involvement. It is desirable to lan employee retention strategy by an organization, which should cover following aspects: · reciprocality is the key. Employees are investors in the company and expect a government issue on investment. The return can be in the form of recognition, empowerment and authority. · Retention must be part of the organization’s DNA. Successful organizations have woven retention and passage of arms deeply into their structure. · Loyalty is neer given. Loyalty must be earned; even satisfied employees sometimes leave. Therefore, develop sense of loyalty among the employees. · Organizations must be seen as employers of choice. One has to compete on ompensation and benefits, but win on culture, learning and development. · Stars include more than just the blanket 10% ††or 1%! Stars are people at any level who adjudge in the organization and bring value to it. Ankita Srivastava et al,Int. J. Comp. Tech. Appl,Vol 2 (6), 3056-3065 IJCTA | NOV-DEC 2011 Available [email protected] ijcta. com 3064 ISSN:2229-6093 · Each extension of employees has different reasons for staying. For the first time in modern history, the re are varied generations working side-by-side in most companies of this industry. generational differences continue to pose new challenges to today’s employers.Thus, retaining them needs a generation-centric approach. · Mentor widely and in both directions. design learning relationships in all directions and hold all partners responsible for the success. · Train intelligently. Provide on-going retention training in doable bites †make it a endless effort and find ways to size the retention plan to the specific demographics of the organization. · Create a development culture. â€Å"Career development is the right thing for the organization (identifying and developing future leaders), the right thing for the employee (creating a development environment), and a key retention omponent. ” · Recognize managers who keep employees. important recognition remains a potent energizer for employees and managers alike. 10. References 1. Vohra, Kushal, Systems ha il to Retention of Critical Employees. Available at SSRN: http://ssrn. com/abstract=662442 2. Tapper, David. â€Å" intercontinental and U. S. IT Outsourcing Services 2004â€2008 Forecast: A Potential Perfect Storm. ” grocery Analysis (April 2004): IDC, Document 31089 . 3. Witt, L. A. , Martha C. Andrews, and cut across S. 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