Pallavi

Internship Report on

“A STUDY ON STRATEGIES OF EMPLOYEE RETENTION” AT ARTHA GROUPS, BANGALORE

BY

PALLAVI P.M (4VV13MBA33)

Submitted to

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELGAUM

In Partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Mr.Girish K Mr. AVIN NANJAPPA

Assistant Professor Manager-Marketing Communication MBA Dept. Artha Groups Vidyavardhaka College of Engineering

Department of MBA

Vidyavardhaka college of Engineering

Gokulam 3rd stage, Mysore -570 002

(2013-2015)

Acknowledgement

“Knowledge is the end based on acknowledgement”

Keeping this in view, it would be unfair on my part if I don’t thank the mentioned few, I

express my sincere gratitude to Prof Girish. K for being a support throughout and his

guidance and knowledge helped me to learn professionalism in the real sense.

I would also like to express my deep sense of gratitude to Prof. Kantesh.S and Prof.

Manjunath.S for their support rendered during the project.

I am also grateful to my external guide Mr. Avin Nanjappa (Manager –Marketing

Communication) providing me an opportunity to do my internship and project work in Artha

Real estate Corporation Ltd, Bangalore and also for the complete support to embark on this

project.

Table of Content

Chapter No

Content

Page No

Executive Summary 1

Chapter 1 1.1 Introduction about the Internship 2

1.2 Topic Chosen for the Study 4

1.3 Need for the Study 5

1.4 Objectives of the Study 6

1.5 Scope of the Study 6

1.6 Research Methodology 6

1.7 Literature Review 7-

1.8 Limitations of the Study 11

Chapter 2 2.1 Industry Profile 14

2.2 Company Profile 16

2.3 Promoters 17

2.4 Vision, Mission and Quality Policy 18

2.5 Products and Service Profile 19

2.6 Areas of Operation 25

2.7 Infrastructure Facilities 26

2.8 Competitors’ Information 27

2.9 SWOT Analysis 28

2.10 Future Growth and Prospectus 30

Chapter 3 Theoretical Background of the Study 35

Chapter 4 Analysis and Interpretation of the Data 43

Chapter 5 5.1 Summary of Findings 86

5.2 Suggestions/Recommendations 87

5.3 Conclusion 88

5.4 Scope for Future Study 88

Bibliography/References 89

Annexure 90

List of Tables

Sl

No

Table Title Page

No

1 Department of the Respondent

46

2 Age of the Respondent

47

3 Gender of the Respondent

48

4 Experience of the Respondent

49

5 Total Experience of the Respondent

50

6 SPSS report- Reliability Test

51

7 SPSS- KMO and Bartlett’s test

52

8 SPSS- Communalities

53

9 SPSS- Total variance explained

54

10 SPSS- Rotated component Matrix

56

11 Chi square- Demographic Characteristics and factor

58

12 Chi square- cross tabulation of Department and Motivation

58

13 Chi square- Cross Tabulation of Department & Org System 60

14 Chi square- Cross Tabulation of Department & Career Growth

61

15 Chi square- Cross Tabulation of Department & Reward Recognition

63

16 Chi square- Cross Tabulation of Gender and Motivation 64

17 Chi square- Cross Tabulation of Gender and Org System

65

18 Chi square- Cross Tabulation of Gender and Career Growth

67

19 Chi square-Cross Tabulation of Gender and Reward & Recognition 68

20 Chi square- Cross Tabulation of Age and Motivational Factors 69

21 Chi square- Cross Tabulation of Age and Organization System.

71

22 Chi square- Cross Tabulation of Age and Career Growth

72

23 Chi square- Cross Tabulation of Age and Reward and Recognition 73

24 Chi square- Cross Tabulation of Experience and Motivational factor 75

25 Chi square- Cross Tabulation Experience and Organization System 76

26 Chi square- Cross Tabulation of Experience and Career Growth 77

27 Chi square- Cross Tabulation of Experience and Reward and Recognition 78

28 Chi square- Cross Tabulation of Total Experience and Motivational factor 79

29 Chi square- Cross Tabulation of Total Experience and Organization

System

80

30 Chi square- Cross Tabulation of Total experience and Career Growth 81

31 Chi square- Cross Tabulation of Total Experience and Reward and

Recognition

83

List of Graphs

Graph No Graph Title Page No

1 Department of the Respondent 46

2 Age of Respondent 47

3 Gender of the Respondent 48

4 Experience of the Respondent 49

5 Total experience if the Respondent 50

Strategies of Employee Retention

Dept of MBA, VVCE, Mysore. Page 1

Executive Summary

Employee retention is a process in which the employees are encouraged to remain with the

organization for the maximum period of time. A study on Strategies of employee retention

will describe the commitment of the employees in Artha Groups at Bangalore. The study will

be made on 10% of the total employees. The study also will be carried on for the period of 3

months at Bangalore. To understand the factors influencing retention, data was collected from

employees working in the organization that will in order help this study to analyze the

dynamics to retain the employees and also to know the preference of the employees to stay in

the organization. Objective of the study is to identify those factors and strategies that have an

influence on employee retention in the organization and relationship between the selected

demographic characteristics of respondents and the factors that contribute to the employees

retention. The study being analytical in nature, 100 employees have been selected as sample

respondents by using convenient sampling technique. A well-structured questionnaire has

been used as an instrument to conduct this research with queries relating to Strategies of

employee retention of employees in an organization. The study is limited to respondents from

only one organization and questionnaire collected is subjected to the willingness of the

respondent to respond.

The entire study revolves around the 4 distinct factors they are motivational factor,

Organizational system, career growth and rewards and recognition. The relationship between

Demographic characteristic of employees and 4 distinct factors which is mentioned above is

found after application of Chi square test on the sample size of total 100 employees. The final

results of the analysis states that the modernization of thinking and approach is the ideal way

to retain the current employee the factor analysis report stats the main factor having a wide

influence on the employee and these factors shall be duly considered and made a new

approach with a new and dynamic strategy. The research has a humble attempt in identifying

the Strategies to Retain Employees in the organization and also the cause of employee

retention and to come up with few suggestions. Artha group exist a good level of employee

retention. The factor analysis report suggest that 25.522 percent is still uncovered factor that

also has an wide influence on the employees to get retain in the organization that becomes

reason for future scope to study.



Chapter-1

INTRODUCTION

1.1 General Introduction

In an ideal world, employees are hardworking, dedicated to their job, worship their work

environment, feel like family and would never leave. But let’s look at the real scenario, where

employee quite at the drop of a hat. How can attrition be controlled? As the Indian Real Estate

industry grows extremely, companies are trying hard to place them from survival strategy to

competitive strategy. That’s why there is a constant thirst for the best and the brightest of

employees and the result-heavy attrition. The main cause for the movement is lack of motivation,

increased expectation, and increased opportunity. Attrition also happens when people hate their

working environment and also doesn’t like their team-mates or perhaps do not like what they are

doing. Organizational culture has a great impact on who stays and who leave the organization.

Also important for providing opportunities for development of their employees and their career

growth is an important factor in employee attrition. Job misfit is also in the list of the factors.

Experts say that organization behavior is instrumental in extending the tenure of employees in

the organization as it increases their self-esteem, confidence, morale and motivation. Substantial

growth of employee’s self-esteem is as important as the concept of learning in the industry.

Otherwise, expert fear that Real Estate organizations will met a sorry fate as far as retention

policies are concerned.

Employee Retention involves taking measures to encourage employees to retain in the company

for the maximum time period. It is a process in which the employees are encouraged to remain

with the organization for the maximum period of time or until the completion of the project.

Employee retention is important for the organization as well as the employee. Effective

employee retention is an effort by employers to create and maintain an environment that

encourages existing employees to retain employed, by having such policies and practices in place

that address their different needs. Retention of best employees is important to the long-term

success of any company. By retaining the best and dedicated employees it ensures satisfaction of



customer, increased sales, motivates colleagues and reporting staff, effective future planning, and

in depth surrounded company knowledge and learning. Employee retention matters, as company

issues such as investment and training time, lost knowledge, uncertain employees, and an

expensive candidate search are involved. Hence, failing to retain a good employee is a costly

proposal for a company. Various estimates determine that losing a middle manager in most

organizations costs up to five times his salary. Corporate world is facing a lot of difficulties in

employee retention these days. Recruiting knowledgeable people for the job is important for an

employer, but retention is even more necessary than recruiting.

There is no scarcity of opportunities for a talented person. There are many companies which are

looking for such employees. If an employee is not satisfied by the job he’s doing, he may switch

over to some other similar jobs. In today’s environment it becomes very important for companies

to retain employees in the organization. The best organizations are always on the top because

they value their employees and they know how to keep them stick to the company. Talented

employers always realize the importance of retaining the best talent. Retention of key employees

and treating attrition troubles has never been so important to companies. In a very strong

competitive environment where Human Recourses managers are poaching from each other,

companies can either retain their employees tight or lose them to competition. Gone are the days

when employees would stick to an employer for years for want of a better choice. Now, there is

large number of great opportunities. Employees stay and leave organizations for some reasons.

The reason why? Employee leave the organization is up to them it may be their personal or

professional reasons. Employer should understand these reasons and should be taken into

consideration. The organizations are becoming aware of these reasons and adopting many

strategies to retain employees in the organization. A powerful retention strategy therefore,

becomes a strong recruitment tool.

Employee retention is a new era of modern technology and competitive business environment.

Firms are continuously changing; this changing scenario is not only affecting the companies but

also the employees working in the organization. In order to extend the organizational efficiency

and for optimal utilization of the resources, Human Resources must be managed and maintained



properly. Human Resource management plays a very important role in this way. They are

responsible to know that how employees are treated in the organization. Employee retention is an

important issue and challenge to all the organizations these days. There are numbers of factors

which influence the employees to stay or leave the company. It may be external factors, internal

factors and the combined effect of both. Human resource practices counts and influence a lot in

this manner. It is necessary that the HR managers should identify the needs of the employee and

then try to retain the employees. One strategy does not fit to all as different individuals have

different choices. Human Resource professionals face the important challenge to retain talented

employees. Employee retention is very hard to the long term health of any organization. When

an organization loses its key employee it leaves a negative impact on novelty, satisfaction of

customer , information gain during the past years and on the profitability of the organization.

However, replacing cost of another employee contribute a lot to the organization.

1.2 Topic chosen for the study:

Strategies of Employee Retention:

In almost all cases, it is senseless to allow good employee to leave the organization. When

employees leave, they take intellectual property, relationships, investments (both in time and

money with them).

Employee retention strategies help organizations provide effective employee communication to

improve commitment and enhance the work life balance and quality of worklife.These strategies

also provide full support to the marketing-communication efforts by helping the organization

build customer loyalty by distinguishing and positioning the organization’s unique products and

services in today’s crowded marketplace.

Employees today are different. They are not the ones who don’t have better options. As soon as

they feel there is no growth with the current organization or the job, they go for other alternative

job. Employer’s responsibility should be to retain their best employees. If they fail to retain,



there would be no good employees remaining in the organization. Effective employee retention

is a systematic effort by employers to create and foster an environment that encourages current

employees to remain employed by having policies and practices in place that address their divers

needs.

Philosophically, employee retention is important in almost all cases; it is senseless to allow good

people to leave your organization. Employee comprise most valuable assets of the company in a

work place where employee are not to use their full implicit, they are likely to leave because of

pressure and frustration.

It is the responsibility of the employer to retain their best employee. If they don’t they would be

left with no better employees. It is the duty of employer to retain and attract employees in the

organization and also outside the organization. Retention comprises of five major factors:

support, compensation relationship, environment, growth etc.

1.3 Need for the Study:

• To cut the cost of employee recruitment as the name itself suggests that retention

symbolizes having the old ongoing employee stay with the company. The study also

will help to understand how cost can be reduced and time also would be saved.

• To understand various factors that influence the employee to stay for a longer period

of time with the company and also know the priority of the employee among those

factors that influence them.

• To understand which key areas makes the employee happy and becomes the integral

part of their need that makes them stay.

• To understand to what extent does monetary benefits influence the employee to stay

with the organization.

• To give an overall look were the organization is lagging and understand the need for

improvement.



• To what extent are the employees satisfied with the norms and policies of the

organization.

• To understand both employee and employer view on various aspects pertaining to

strategies adopted by the organization and what new dynamics can be added or what

old methods can be withdrawn is analyzed

1.4 Objective of the study

To identify those factors and strategies that has an influence on employees retention in

Artha Groups

To investigate the relationship between the selected demographic characteristics of

respondents and the factors that contribute to the employees retention

1.5 Scope of the study

A study on Strategies of employee retention will describe the commitment of the Artha Groups

at Bangalore. The study will be made on 10% of the total employee. The study also will be

carried on for the period of 3 months at Bangalore. To understand the factors influencing data

shall be collected from employees working in the organization that will in order help my study to

analyze the dynamics to retain the employee and also know the preference of the employee to

stay in the organization.

1.6 Research Methodology

The employees of the Artha Groups, Bangalore have been taken as sampling unit for the study.

The studies being analytical in nature, 100 employees have been selected as sample respondents

by using convenient sampling technique. A well-structured questionnaire has been used as an



instrument to conduct this research with queries relating to Strategies of employee retention of

employees in an organization.

Data Collection:

Primary Data Collection

Secondary Data Collection

1.7 Literature Review

Author: RashmiBadjatyRawat

Research Paper: Emerging Employee Retention Strategies in IT Industry:

Year: 2013

Abstract: An article that emphasis on IT industry of India, it has not only focused on the single

company but the study is carried out on the entire IT industry. The article runs around various

strategies that have undertaken the economic factor into consideration such as like GDP of the

country. The article says that employee remuneration must also be fluctuated in accordance with

various economic factors such as like inflation rate, GDP rate, national income and last but not

the least cost of living index of the geographical area pertaining to that employee pay package

must be designed. It also gives a wider picture of current economic condition and the way

individual expects things in terms of monetary benefits for his work in simple as the cost of

leaving rises there must be a gradual increase in individual compensation to carry his daily life if

the gap arises there would be certain in individual leaving the organization.

Author: Michael O. Samuel Crispen, Chipunza Malvern and W. Chiboiwa,

Research Paper: A Research of retaining Employee and their strategies



Year: 2010

Summary: Worldwide, a number of factors have been attributed to the increase in the level of

employee turnover. The way people are paid, recognized and achieve salary advancement are

critical factors in enchant, retaining, and motivating employees. Today most of the organization

is formulating an effective retention strategy that will help in retaining employees that are

considered critical in attaining organizational goals. The prevailing hostile economic

environment in Zimbabwe has made the formulation of a realistic retention strategy particularly

difficult for managers in the face of an ever changing economic environment that is characterized

by hyper inflation with a depleted labour market occasioned by skill emigration. This particular

research was aimed at achieving the following objectives: identify the causes of employee

turnover in the organization, examine the current retention practices in the organization, establish

the effectiveness of the practices, and attempt a practice of workable retention that could reduce

the high rate of employee turnover in the organization. Qualitative research design was employed

using structured interviews as well as administering research questionnaire to all category of

employees. The total population of the organization nationwide comprised of 3820 employees

and the sample size of the respondents was 2240. The result of the research showed that

employee turnover is higher amongst non-executive employees. Comparatively, majority of the

employees would soon quit the organization and lastly, the high rate of employee turnover in the

organization is largely attributed to poor reward system administration.

Research Paper: Employee Retention – Reducing recruitment by increasing retention

Year: 2013

Abstract: The study say all about how the communication must be in order to have a smooth

relation between the employee and employer it also says that how clear the career path is carved

the more satisfied the employee feels. The monetary benefits and the compensation package are

one of the most important aspects to be taken into consideration followed by morale boosting

that is played as catalyst between the retention and turnover.



Author:Michael D. Jackson,

Assistant Fire Chief,

Division of the Air Force,

MercuryNV.

Summary: The literature clearly indicated that there are six keys to retaining personnel. They

are Recruiting, communication, training, job satisfaction, pay and benefits.

Recruiting: The effort to retain the best personnel begins with recruiting. Attracting and retaining

the best employee is very important for an organization.

Communications: He believes that the key to employee retention is quite simple: communicate,

Communicate, communicate. Communication with the employees must begin early on in the

relationship.

Training: As was noted earlier it is important that the employee feel like a valued member of the

company. Training personnel is a way to show you respect them and want them to grow

Job Satisfaction: While an organization must be competitive in terms of compensation and

benefits, it is the relationship with the supervisor that is often a crucial factor in determining

whether a person stays or goes. Employees prefer more interaction and relation with

management, more responsibility and more control over decisions affecting them.

Pay and Benefits: In general people think that money and benefits or lack thereof, are the main

reasons for an employee to leave the organization and job, but this is not the case. While

compensation and benefits may be a key factor in the final decision-making process, a money

shortage is usually not what causes people to look in the first place.

Conclusion: The literature clearly indicated that there are six keys to retaining personnel. They

are Communication, Recruiting, training and job satisfaction.

Author: Barbara.J.Kreisman (Business training expert)



Year: 2002

Research Paper: Insight into employee motivation commitment and retention

Abstract: The study is carried out with a concept of employee engagement into the work,

various tools are also been a part of filling the gaps. The outcome of the study have shown that

the manager, whether a supervisor, a team leader, project „captain�, or senior manager, actually

has more authority than anyone else to reduce turnover. Why? Because the factors which drive

employee satisfaction and commitment are largely within the direct manager’s control. The study

also reveals that the relationship what exist between the employee and employer plays a vital

role for the retention of the employee.

Research Paper: Employee fascination and maintenance in Australian Resources area

Year:2011-2012

Author:Prof. Kate Hutchings

Outcome: This paper presents discoveries from a study directed in the Australian assets segment

in 2009 investigating human asset (HR) managers� view of how their hierarchical practices and

outside logical changes in modern relations enactment present difficulties for the area and impact

fascination and maintenance of exceedingly talented representatives. The exploration makes an

essential commitment to the writing on great business/high inclusion work hones by researching

authoritative practices inside the politico-administrative connection of this financially huge area.

Our discoveries demonstrate that Companies have actualized a scope of „good� business

practices, while managing worries about aptitudes deficiencies, representative turnover, a

maturing workforce, and changes in enactment. We recognize a requirement for head honchos to

give more noteworthy consideration regarding differences and work-life offset issues. Further,

there is a requirement for methods to expand the engaging quality of work in remote



1.8 Limitation of the study

The research is limited to respondents from only one organization. The findings even

though may be valid for the organization and the respondents; it can be used to generalize

it for all the employees working in other organizations within the same industry.

The study was confined to only a period of three months so only major aspects are

covered.

The questionnaire collected is subjected to the willingness of the respondent to respond.

Retain Employees

Motivation is necessary for job performance because, if employees do not feel tendency to

engage themselves in work behavior, they will not put their necessary efforts to perform their

100 percent. Performance of individual in the organization depends on variety of factors besides

motivation. So, it is important to identify different factors. For instance, employees’ knowledge

and awareness, skills and ability are important performance drivers. Other factor could be

company’s ability to retain its employees with attractive benefit packages.

To motivate an employee Compensation plays an important role. Motivation influences to

productivity of the organization and increase morale between employees. Top and Middle

management plays a major role in the people dimensions of the organization. The culture in the

organization in a long run converts to organizational ethics and people feel reluctant to leave by

making it as a stepping stone when appreciation and rewards in form of compensation awaits

them in comparisons to the market trend. In the point of description given it is necessary to

examine the facts as how to retain them. There are four important factors that play an important

role in increasing employees’ retention, including: salary and remuneration, including

recognition, benefits and opportunities for individual. But are they really positively contributing

to the retention rates of the company? Salary in today’s hardly reducing turnover. Today’s

employees look above money factor. In order to make sure that organizations are behaving more

customer-oriented, they need to be equally employee oriented in order to match the intellectual

property and their products and services.



Importance of the study

Employee Retention refers to the techniques employed by the management to help the

employees stay with the organization for a longer time. Employee retention strategy goes a long

way in motivating the employees so that they stick to the organization for the maximum time and

contribute effectively. Genuine efforts must be taken into consideration to ensure growth and

learning for the employees in their current assignments and for them to enjoy their work.

Emerging trends in employee retention strategy

From the huge organizations to the start up the range of concern is dependably been the

representative maintenance it doesn't just concern them with the expense additionally with the

resolve of different workers. When we transform back and research past decades there are

numerous rising patterns that have come and vanished like a tornado however there is nothing

accordingly as called stable procedure to hold the representatives. Give me a chance to present

some new patterns that organizations attempt to take after to hold the workers

1. Personalization of work: It implies that the organizations gives the opportunity to a worker to

choose to cut the outline of the work furthermore select the partner according to his decision

however the main confinement is that these sort of flexibility is given not for the fresher yet to

the individual who is in center level or the more elevated amount assignment they are

additionally concern with workers who have more than 5 to 6 years of duty with the same

Company. Furthermore with relating to the newcomer with abundant number of time spent in the

Company they additionally get a decision of telecommute alternative this is seen chiefly with

MNC then in all the Company.

2. Golden Handcuff: This is an alternate system where is a lot of profits will be given to the

representatives for which he won't be in a position to leave the Company of certain time of time

legitimately.



3. Bonds:To keep up the mystery of the Company relating to key position of the representative

contracting a bond will be marked expressing which he is in a position not to leave the Company

for the period recommended by the organization.

4. MBO: Administration by target have additionally ended up being a viable apparatus to hold

the workers as it includes the worker in setting the goal

5. Empowerment: Another pattern which was not in picture before has likewise assumed an

imperative part to make a representative comprehend his imperativeness furthermore realize

what settle on a choice effective and their part in different viewpoints was gotten to spotlight by

this strategy of worker strengthening.

6. Career Growth Planning: The Company is centered around representative development and

subsequently an audit of their work is carried out and a legitimate preparing is given and

consequently taking into account their execution a guide of profession is drawn and in light of

which they clarify their future prospects.

The expected Outcomes

Practical human asset administration must be polished at both key and regular levels. HR

administration rehearses must reflect organization arrangement in respect to how it will oversee

and identify with its representatives. The HR technique ought to develop from a value-based help

part of joining forces in the firm’s business methodology.



Chapter-2

Industry and Company Profile

2.1 Industry Profile:

Real Estate in India saw a noteworthy blast amid 2002 to 2007. Record breaking number of

ventures were dispatched and sold between this period. Land Developers in India developed

quick. Area and property costs rise. Land part has changed from being disorderly to a dynamic

and sorted out segment over a previous decade. Land area assumes a vital part in Indian

economy; contributing around 6.5% to GDP in the year 2012. The area is one of the biggest

bosses after horticulture and material and has various associated businesses connected with it.

The land part in India has made a ton of progress by turning into one of the quickest developing

markets on the planet. It is effectively drawing in residential land designers, as well as outside

speculators too. The development of the business is ascribed mostly to an extensive populace

base, raising wage level, and fast urbanization.

The land part embodies four sub-parts lodging, retail, cordiality, and business. While lodging

adds to five-six percent of the nation's horrible local item (GDP), the staying three sub-parts are

likewise developing at a quick pace, meeting the expanding infrastructural needs.

Private Real Estate has seen fantastic development in the recent years owing to the

accompanying reasons:

• Continuous development in populace

• Migration towards urban territories

• Ample openings for work in administration divisions

• Growing wage levels

• Rise in atomic families

• Easy accessibility of account



The land division has changed from being disorderly to a dynamic and sorted out segment over

the previous decade. Government approaches have been instrumental in giving backing in the

wake of perceiving the requirement for framework improvement keeping in mind the end goal to

guarantee better expectation for everyday comforts for its subjects. Notwithstanding this,

satisfactory foundation structures an essential for supporting the long haul development energy

of the economy

Market Players

The Indian Real Estate segment has been a chaotic area yet it is gradually developing into a more

sorted out one. The segment is grasping proficient principles and straightforwardness with open

arms. The major built residential players in the segment are DLF, Unitech, Tata Housing, Goderj

Properties, Omaxe, Mahindra Lifespace Developers Ltd and so on… to give some examples

global players who have made a name for themselves in India incorporate Emaar Properties,

CapitaLand, Portman Holdings and Homes.

Challenges faced by Indian Real Estate Industry

lack of clear land titles,

absence of title insurance,

absence of industry status,

lack of adequate sources of finance,

shortage of labour,

rising manpower and material costs,

Approvals and procedural difficult.

Roads Ahead for Real Estate Industry

•The Real estate industry in India is yet in a guaranteeing stage.

•It the second biggest business after agriculture and expected development rate would be 30

every penny throughout the following decade.



•The land business could begin to perform better as the facilitating of FDI standards will start to

show results amid the second 50% of the year

•The Finance Ministry's inspiration through softening of investment rates and giving more to the

land division will have a positive effect on both consumers and developers.

2.2 About the Organization

ARTHA REAL ESTATE CORPORATION Ltd (ARECL)

Artha Group or ARECL is a leader mark under Bennett Property Holdings Company Limited

(The Times Group) wandered into Real Estate showcase in South India. The organization

executes its land advancement exercises in 250 sections of land of area & 3,500 crores of tasks in

South India. The land locality of Artha Office compasses Bangalore, Chennai, Dubai and USA.

Artha has continues presence in all the national and worldwide property show

Artha is South India's quickest developing Real Estate Company. Synonymous with building

homes and accordingly making wealth for its clients.Artha has immediately changed the

substance of the realty market and has turned into a family name in Bangalore and Chennai. It

has dug in itself profoundly as an organization that gives creative ideas and imperiously created

homes crosswise over areas and value fragments.

With 45 undertakings to its name and more than 15 million square feet of region a work in

progress in a compass of only 3 years, Artha is effectively one of the quickest developing

organizations in its industry. Under the right direction of CEO, Suresh Rangarajan and his expert

group hailing from the Banking, Finance Services and Insurance part (BFSI), Artha has

reclassified principles of polished skill and administration to its clients.

One of the main motivations for Artha's prosperity is the quality included arrangements that it

offers its clients and their mastery in uniting numerous accomplices and gets the best out of each

of all of them for the profit of their end buyers.



2.3 Promoters:

Artha perceives that one of the key wellsprings of supportable upper hand is the force of its

human assets pool. In this manner, Artha foster an outlook that grasps meritocracy and

competency to remunerate execution. The organization is overseen by a center group of experts

who bring with them a rich store of industry experience and space aptitude at every practical

level.

SURESH RANGARAJAN is the Chief Executive Officer of Artha Groups. MR. Suresh has as of

late been perceived as "Trend setter in Real Estate" among Asian Leaders by WCRC formally

organized by Ernst & Young, under his initiative Artha has risen as a considerable brand in the

private portion in a short compass 6 years and today its the quickest developing Real Estates

Company in India. His business insight has changed Artha into a family unit name in Bangalore

and Chennai and helped it being deliberated with 'Force Brand in Real Estate Sector' by the

prestigious Brand Finance Institute Plc UK. Suresh has more than 2 decades of involvement in

Real estate, banking and finance and monetary administrations including a long stretch at

Citibank. Before securing Artha, Suresh created and headed Remit to India, World's No. 1

Money Transfer Portal. Suresh is a vital and imaginative mastermind with solid execution

aptitudes that can drive vast propelled groups. His special initiative style won him the "Chief

with HR orientation" at the Asian HRD Congress. He was likewise consulted with the "Udyog

Rattan Award" by Institute of Economic Studies.

VENKATESH VAIDYANATHAN, As Chief Operating Officer is in charge of the

discriminating part of reinforcing the general structure for the organization's development over

all business and geologies, notwithstanding being in charge of the normal operational perfection

of the organization. He is additionally in charge of general Risk and Compliance over the

organization and all its backups. Venkatesh has more than 16 years of saving money and

budgetary administrations experience, over 10 years of which has been gone through with ICICI

Group.

He brings with him rich and significant involvement in the regions of operations danger relief,

process mechanization and improvement, venture administration, asset arranging and mapping.



A Chartered Accountant by calling, he holds the AICWA Gold Medal, accomplishing an all

India first rank

ANAND RAMAKRISHNAN, As a Chief budgetary officer of Artha leads all account and

related capacities. He has more than 20 years of involvement in different capacities from center

fund to business counseling. Preceding joining Artha, Anand has worked in driving Indian

organizations like Infosys & ICICI bunch; Anand is a Chartered Accountant by capability.

R CHANDRASEKHAR, is the Director (Bangalore Projects), Chandrasekhar heads the venture

technique, venture rollout and developer cum accomplice relationship in Karnataka and

Tamilnadu. Preceding joining Artha, Chandrasekhar was connected with Hanu Reddy Realty as

Vice-president. He has more than 20 years of experience crosswise over IT, Marketing and Real

bequest.

BALWINDER SINGH, heads the business capacity and brings with him more than 12 years of

rich experience. He is in charge of dealing with the business groups and driving business

numbers. Preceding joining Artha Property, Balwinder was in charge of Channel Sales and item

administration at Times of Money furthermore worked in spells with TRM in London.

2.4 Vision, Mission, Quantity Policy:

Vision:

Artha sees land as one of the main drivers of the Indian economy and its own part as one of the

light bearers of value and expert conveyance of worth to its end clients.

Mission:

To fabricate a durable business relationship while conveying the best quality item for our

customers and other stake holders connected with us, with bringing fabulousness to the surface.



Quality Policy

• To keep up fundamental order and respectability, at all levels and at all times.

• To admiration singular abilities and mastery free of positions.

• To esteem client input decidedly to influence for all upgrades.

2.5 Product Profile

Artha gives a scope of products extending from Villas, Apartments, Plots of Land and Holiday

Homes crosswise over India.

Inside a compass of 5 years, Artha gatherings has more than 45 tasks of worth Rs.3,500 crore a

work in progress over a manufactured up space of 250 sections of land.

A percentage of the finished undertakings of Artha in Chennai and Bangalore are Royal Garden

in Hosur, Brick Field Shelters in Electronic City, Dhakshin City in Vandalur, and Royal

Gardenia in Porur and so on.

Without further ado, Artha has around 12 ventures and some of them are Zen, Grihasta,

Meadows, Neo, Reviera, Paradise and Pristine which are being created in significant areas of the

city like Bannerghatta, Sarjapur, Off GST Road in Chennai, Electronic City, Ooty, and numerous

different parts of South India.

Bangalore Projects

Villas:

Zen:

ZEN Known as the Silicon Valley of the East, Bangalore needs no presentation as India's head

IT destination. Growing quick to be amongst top world class urban communities, Bangalore is

home to an ever- expanding group of city tenants and corporate.



Zen, found at Bannerghatta neighboring the decent hallway, is jealously put to lighten the issues

that now torment occupants bumping for space inside the occupied restrictions the city.

Associated with the city with a 6 path interstate, Artha Zen offers unhindered development

whenever of the day

Reviera:

Arranged near to Electronic City, Reviera offers 204 stately homes spread over an

incomprehensible 13 sections of land. Running from 1460 to 1924 sq. ft. of constructed up zone.

Artha accepts that there is nothing self centered about keeping society and its turmoil at the door.

No lines, no holds up and in particular, no outsiders. Artha accepts that protection today is a

remarkable extravagance.

Gempark:

Sarjapur is quick rising as the city's second IT passageway, with the BDA's proposed

advancement ventures including a fresh out of the box new Infosys grounds and a Hi-tech city

and a satellite town ring street driving onto to the air terminal. Artha offers the ideal

improvement to exploit this opportunity with Brick Field Gem Park a gated group of manors

spread more than 44 sections of land of greenery.

Apartments:

Creast:

Events to grin could be numerous, yet have you ever understood that there are just not very many

minutes where your grins could bring joy on the characteristics of "all" your friends and family.

Peak, Apartments in Whitefield for every one of the individuals who don't have faith in acquiring

achievement, however making a corner for themselves in the general public.

With Developed area region of 1.04 section of land, this task is on varthur street slantingly

inverse to Chrysalis School; Crest is an exemplification of fellowship, which characterizes the

glow remainder in any family, Artha gatherings comprehend this and accordingly every square



feet at Crest treads with the best utilization of space making it less demanding for a family to

ceaselessly spread the adoration and happiness.

Citrinea:

Citrine, otherwise called Gold Topaz, an individual from the expansive quartz group of

gemstones, looks rich however is really very moderate. Area is in Attibele, with region going

from 495-613 sq ft. Much like the tastefulness and wonder of Citrine Apartments, Villa Plots,

Villas and Filaments.

Villa plots:

Neo Bangalore Aspire and Serene:

A 35 sections of land area spotted right on the venture hotspot Hoskote. Considering a

percentage of the actualities the 6 path Super-Highway to Chennai begins at Hostote- this would

diminish the voyaging time between the two urban communities significantly. The proposed

Satellite Township Ring Road (STRR) covering 284 km will unite Hoskote with critical satellite

towns around Bangalore. Furthermore also, the Intermediate Ring Road (IRR) covering 188 km

likewise unites Hoskote. With everything taken into account really associated and thusly bound

to grow quickly. Being one of the world's quickest developing urban communities, Bangalore

needs another development passageway. A spot where the economies of tomorrow flourish;

another zone where its occupants can remember the appeal of old Bangalore.

Hoskote has seen enormous development in the most recent 3 years. What's more the financial

specialists have positively harvested the profits. Dependable sources from the business gauge the

year-on-year increment of costs to 30%. You'll discover framework, industry, integration and

private advancement a piece of this neo development story.

With such a variety of focal points, its little ponder that Hoskote has as of now been touted as a

hot property destination. The legislature as of late initiated a BMTC transport terminal here,

assembled at an expense of Rs. 4.70 crores. Another incorporated satellite township with fitting



streets has been arranged. Also to top it all, the Chief Minister has likewise proposed 17

mechanical and private tasks worth more than Rs. 200 crores.

Successfully finished Bangalore Projects

Artha Grihasti:

Spread over a sprawling 40 section of land improvement, Grihasta plans to give all of you the

enhancements and solaces of advanced living at a cost that is a small amount of what you'd

regularly pay in Bangalore. Grihasta characteristics a township of a few hundred worth homes

that gimmick the best of comforts and development quality.

Royal gardenia:

A gated group of 400 estates placed simply a large portion of a KM off the national interstate.

Royal Garden is an independent township that offers you and your family a tranquil, peaceful

and unwinding climate. A bundle of parks, open spaces, water bodies and the best of luxuries

guarantee that you are as expelled from the turmoil and clamor of the city as would be prudent.

Brick field shelter:

Artha in relationship with AMR Group brings you Brick Field Shelters - a gated group of 292

estates spread over a rich 17 sections of land of area providing for its occupants an extremely

liberal measurements of Mother Nature through a bunch of parks, open spaces and water bodies.

Placed at simply a 5 moment drive from Electronic City, Brick Field Shelters is an independent

township that offers you and your family a quiet, tranquil and unwinding climate far from the

confusion of the city, while still in close contact with your office and the focal city.

NEO:

Being one of the world's quickest developing urban communities, Bangalore needs another

development passageway. A spot where the economies of tomorrow flourish; another range

where its inhabitants can remember the appeal of old Bangalore.



Hoskote has seen gigantic development in the most recent 3 years. Furthermore the speculators

have unquestionably procured the profits. Dependable sources from the business evaluate the

year-on-year increment of costs to 30%. You will discover framework, industry, network and

private advancement some piece of this neo development story. With such a variety of focal

points, its little ponder that Hoskote has as of now been touted as a hot property destination. The

legislature as of late introduced a BMTC transport terminal here, assembled at an expense of Rs.

4.70 crores. Another coordinated satellite township with fitting streets has been arranged. Also to

top it all, the Chief Minister has additionally proposed 17 modern and private activities worth

more than Rs. 200 crores

Chennai projects

One world:

One World is characterized for its extravagance ventures, first time ever in India. One World

offers extravagance class Villas, Sky Villas and Hotel Residencies. One World Experience

Center is a congress of superlative inner part plans from brands of worldwide notoriety. Clients

get an opportunity to browse the outline made by Armani, Pablo, Norya, BAM chic, Life Master

furniture Co Ltd, Signia, Kelen Cabinetry, Maiso, Grecco,

Advancement group of One World: Deepak Mehta Architect, Architect Deepak Mehta

functioned as partner with Hafeez foremen. Since creating the firm in Mumbai 1985, Deepak

Mehta Architects have outlined numerous prestigious private and business ventures national

wide.

BalanNambisan Architects, Nambisan Associates has been planning building in Bangalore,

Bombay, Kanpur, Chikmanglore, Chennai and Salem.

Pristine Avenue:

Pristine Avenue is spotted in western Mogappair West Ext. (Ayapakkam) one of the quickest

developing private areas in Chennai on the outskirts of Anna Nagar, an up business private area

in Chennai. With 160 Duplex estate flats, this exquisite, homes indulge an extensive variety of



tastes, ways of life and plans. A breakthrough in urban living, this keeping up toward oneself

private territory is packed with vital community base and social civilities. Immaculate Avenue

homes are a noteworthy mix of contemporary thoughts and tradition. Yet this way of life need

not mean costly. The sizes and blend of units is perfect for a scope of salary gatherings from

center pay to upper center pay strata of society a shelter for first time home purchasers.

Meadows:

It's very much an astounding certainty that the vast majority can spend as much as 3/fourth of

their working lives profiting to gain a space to call one's own. Purchasing a home in a

metropolitan city like Chennai can be much additionally overwhelming.

That is the place Meadows comes in - the perfect open door for planned home purchasers

searching for that extraordinary arrangement on a home. Placed in a cutting-edge group off GST

Road; far from the clamor of the principle city with all the conveniences of living inside a gated

group, the estates come in 6 separate sorts inside 7.5 sections of land of rich finished zone.

Aura:

Aura Boulevard is a joyful private task dispatched by Artha, near to OMR and GST Road and

found in one of the quickest developing neighborhood of Medavakkam, 10 minutes to

Medavakkam and Sholinganalur. Contracted to demanding standard of value, the

hitechdetermination here empower a decent understanding of the in vogue, advanced standpoint

of homes far from the customary living.

Blue Mountain:

It is situated at the tip of the Nilgiri Mountains, close to the Kerala-Tamil Nadu outskirt, is the

interesting town of Kinnakorai, Ooty. A spot where the foggy mountaintops call, the air is

immaculate, the peeping of fowls stirs you, and the emanation of crisp tea leaves stirs the

faculties. The high height and moderate precipitation guarantee that this territory is agreeably

cool, throughout the entire year. For sure, at 6,000 feet above ocean level in India's well known

Blue Mountains, a stroll in the mists is as straightforward as going out of your entryway.



Successfully finished Chennai Projects:

Dhakshin city:

• Highlights of Dhakshin city:

• Gated Community of 132 estates over 4.83 sections of land.

• Located 3.5km from GST street

• Near Police Academy and Vandalur Zoo.

• Nearness to Best Schools and universities.

Civilities gave by Dhakshin city are Swimming Pool with water cleaning framework,

Gymnasium, Landscaped Gardens, Round the clock Security, Intercom System, 24 Hours DVR

based Security framework, Meditation Center, RFID empowered Gates for Entry &Exit Control.

Royal gardenia:

Royal Gardenia at Porur Chennai is a group of 32 dazzling manors with world class comforts one

anticipates. It will have the serenity of an individual manor and will offer huge significant

serenity and security. The Villas are planned and considered in such a way as to attain to greatest

utilization territory for the end users

2.6Area of Operation

The geographical presence of Artha’s office spans across Bangalore, Chennai, Dubai, and USA.

The Corporate Office of Artha is situated at Bangalore. ( 1st floor, #110/37, Solitaire

Building, Marthahalli, Bangalore, Karnataka, India)

The Registered Office of the company is at Mumbai. (5th floor, Times Tower, Kamala

Mills Compound, Lower Parel, Mumbai, Maharashtra, India)

The Regional office of Artha group is at Chennai and Hyderabad.

Artha tower, 2nd floor, # 167-169, Anna Salai, Near Checkers Hotel, Saidapet, Chennai,

TN, India



Overseas office is situated in Dubai and The United States of America.

Office No, 414, Block B, Hamsa Building, Karama, P.O.Box No 127566, Dubai, U.A.E.

USA-4095 ELA Palma Avenue Anaheim, California-92807

2.7 INFRASTURCTURAL FACILITY



2.8 Competitors Information

The survey was conducted based on certain parameters like dependability, buyer satisfaction, and

purpose of the user to recommend the brand and its product quality. In the survey it is found that

companies like Shoba builders, DLF Ltd, are playing a key role in the market. While this survey

is by no means complete, it does provide a quick look into many of India’s key Real Estate

players.

Below are the few builders and developers in Bangalore, We have not ranked the companies but

have only listed them.

Ansal properties and Infrastructure

DLF Ltd.

JaypeeInfratech Ltd

Oberoi Realty

Parsvnath Developers Ltd

Unitech

Goderej Properties



Though Artha builders have many competitors in India with whom the competition is running to

be a market leader.

2.9 SWOT Analysis

Strength

One of the biggest strength of Artha is that it has strong and dedicated management team.

Artha boasts a strong professional team of association managers, legal experts and after-

sales managers. Their team is carefully selected and only the best from the real-estate

industry get picked to come on board. All these measures are taken to facilitate an easy-

going process for the customer when they invest their money with Artha.

A team of expertise in project management, Risk Management and resource planning and

mapping, it also has a qualified Sales team.

By good value of the strong and rising requirement and demand due to large population

base, this sector has grown continuously and is expected to stay steady for long.

Skilled and well educated work force is broadly available across the country with low

cost.

Adequate accessibility of raw material and natural resources in the country is helpful for

the industry.

Real estate progress is on peak and it is attracting the focus of the industry towards

construction.

Private sector housing is in boom and demand for commercial building is high.

Weakness

Varying skills requirements and an aged labour force may emphasize the skills gap.

Progress in long-standing career scenario is extremely required to encourage staff

retention and new entrants.

Exterior allotment of huge contracts become hard.



Vast quantity of capital need to be invested in this industry and inefficiency may lead to

high level of risk.

Unstable government policies and inconsistencies in issue related to tax and other

involved arenas.

Soaring price increase has been pushing construction costs up and this, combined with

high cost of capital will lead to steep pricing.

Opportunities

The residential real estate sector is likely to witness a promising future owing to

ongoing infrastructural developments such as metro rail & mono rail connectivity,

building of flyovers, inside & outside ring roads, which are at various phase of

construction in Bangalore, Chennai, Mumbai and other parts of India. Continuous

private sector housing boom will create more construction opportunities.

Public division ventures through Public Private Partnerships will bring further open

doors.

Developing supply chain through participation in large projects is likely to enhance the

chances in construction.

Renewable energy projects will propose opportunities to develop skills and capacity in

new markets.

More flexible training delivery techniques are now available. Monetary supports like

credit and assurance and development in income of people is in support of construction

industry.

Threats

Long term market unsteadiness and ambiguity may damage the opportunities and

prevent the expansion of training and development facilities.

Scarcity of manpower, which may hamper development aspirations. There is an obvious

gap in demand-supply of the number of professionals in the real estate industry and the



main gap is that people don’t have in-depth knowledge about the sector and they stay

restricted to their domains.

Present economic condition may have an unfavorable impact on construction industry.

Competition from other company in order to just gain entry into business can impact

the top line of the company.

Market insecurity and ambiguity may generate a slight flutter in the industry.

2.10 Future Growth and Prospectus

So as to profit from the prior dialogs, I have attempted to recognize different patterns which have

risen or which may rise in future.

Artha Group has got changed extravagance offering for its clients with its top of the line

particulars & enhancements. The private land part is liable to witness a guaranteeing future

owing to continuous infrastructural improvements, for example, metro rail & mono rail network,

development of flyovers, internal & external ring streets, which are at different periods of

development in Bangalore, Chennai and Mumbai.

The land in Bangalore holds a considerable measure of prospects regarding extravagance

lodging. Engineers are not leaving any stone unturned to fulfill the top of the line clients.

Extravagance estates in Bangalore are the masterpieces for some.

Understanding the intense deficiency of lodging and business space in Indian urban areas, and

capability of land segment in formation of employments and reduction of neediness, Government

of India chose to open land part to outside speculation.

The land part which is profoundly connected to the monetary execution is relied upon to be a

significant recipient in the normal solid Indian financial development. The real drivers

supporting land area incorporate urbanization, raising salary level, youthful populace, and

developing number of atomic families, and solid expected development in the assembling and

administration division. The offer of land division in national GDP is required to build 6.3% in

2013 to 13% in 2028



The business fragment involves Office Spaces, Retail Malls, Multiplexes and Entertainment

Facilities. With developing urbanization there is a development in all these portions. Composed

retail obliges advanced retailing premises. New lodging settlements drive improvement of Malls

and neighborhood shopping plazas. New configuration of retailing e.g. departmental shops,

stores and hypermarkets have come to India. Restaurant chains, inn networks, brand advertisers,

huge organization stores and blended utilization incorporated improvement are real drivers of

business land.

The demographics work emphatically for the Indian Construction industry. India is the second

most noteworthy populated nation on the planet after China. India's evaluated populace is 1.252

billion, while the normal time of Indians is 26 years. The demographic profile demonstrates

that India's working populace structures around 61% of the all out populace. India is and

will stay one of the most youthful nations on the planet for quite a while. The solid financial

development prompted sharp salary era, which prompted climb in working class section. India

presently has around 260 million persons in the working class section. This present portion's

climbing obtaining force and penchant to expend is relied upon to drive and help a powerful

development rate of the economy in the advancing years. The white collar class alongside

vigorous macro-financial situation and changing demographic profiles has a major part to

play in the development and rise of the Construction business in India.

Corporate social responsibility

Company, in the same way as people, depends for their survival, sustenance and development on

the backing and goodwill of the groups of which they are a necessary part, and must pay back

this liberality all around they can. Artha additionally makes a point to take the time and push to

offer over to the general public that has added to its prosperity.

Artha has begun ShishuGriha, a social activity that plans to give sanctuary and nourishment to

the under advantaged children in and around Bangalore. With a structure of 7000 square feet it

plans to house 50 youngsters between the ages of 5 to 15. Aside from nourishment and sanctuary



ShishuGriha additionally wishes to backing the kids with their training by helping them look for

confirmations schools adjacent.

As a piece of Corporate Social Responsibility Artha gatherings has consented to give 1% of its

deal returns of its banner boat venture Grihasta to this reason. The organization additionally runs

a day consideration focus at their current venture Grihasta placed at Sarjapur, which has around

40 offspring of the development laborers. The day consideration focus verifies that the kids are

encouraged and captivated amid the day and all the more critically is protected and far from the

development locales. Artha wishes to recreate this in all their ventures in the advancing year.

Awards

2014 – ‘Best mixed use development’ – (One World) Asia Pacific Property Awards

Development.

2014 - ‘Emerging Developer of the Year – Residential’ by ABP News Real Estate

Awards.

2014 - ‘Employer of the Year – Real Estate’ by ABP News Real Estate Awards.

2014 – ‘Luxury Project of the Year’ by ABP News Real Estate Awards.

2012 - ‘Emerging Business India Award’ by the Institute of Economic Studies for

showing exemplary growth in business, Delhi.

2011 - CMO Asia Award, Singapore- Artha has been awarded for “Brand Excellence in

Real estate and Construction Sector” at 2nd CMO Awards held at Suntec, Singapore.

2011 – Most Innovative Marketing Concept of the year, At Accommodation Times

National Real Estate Awards.

2010- POWER BRAND, A true Power Brand In fact, Artha has a series of firsts to its

name. The country’s first branded Real Estate Services Company. The first company to

bring value added deals to its customers.



Milestone:

2014 HIGHLIGHTS:

Artha Group awarded as ‘Emerging Developer of the Year – Residential’ by ABP News

Real Estate Awards

Artha Group awarded as ‘Employer of the Year – Real Estate’ by ABP News Real Estate

Awards

ONE World awarded as ‘Luxury Project of the Year’ by ABP News Real Estate Awards

Launch of Artha Pristine Avenue : 2 Bed Villaments near Moggapair West – Feb 2014

Launch of Yoshi: Villa at the price of Apartment in Begur Main Road, Off Bannerghatta

Road, Bangalore – Feb 2014

2013 HIGHLIGHTS:

Soft launch of Aura: Row Houses & Apartment near Medavakkam, Chennai – November

2013

Launch of Whitefield Paradise: Exquisite Duplex with Terrace & Penthouse, Bangalore –

November 2013

Launch of Artha Zen: Premium Zen themed Villas in Begur Main Road, Off

Bannerghatta Road, Bangalore – November 2013

Soft launch of ONE World: Chennai - November 2013

A historic launch of Neo Bangalore : Aurum – September 2013

Soft launch of Whitefield Paradise: Exquisite Duplex with Terrace & Penthouse,

Bangalore – September 2013

Launch of Citrine Apartments – July 2013

Launch of Gem Park: Villas at Sarjapur - March 2013

Soft launch of Neo at Hoskote – February 2013

Soft launch of Artha Zen: Premium Zen themed Villas in Begur Main Road, Off

Bannerghatta Road, Bangalore - January 2013



2012 HIGHLIGHTS:

Launch of highly successful Year-end Dhamaka Offer – Dec 2012

Launch of Crystal Park: Villas in the hottest investment belt (OMR), Chennai - Sep 2012

Soft launch of Brickfield Gempark villas - Aug 2012

Launch of Shishugriha day-care at Grihasta - June 2012

Greenville: Executive Villas at Bannerghatta Extension - May 2012

Sai Brindavan: Residential plots at H Cross, Bangalore - April 2012

Launch of Artha Meadows: Affordable villas off GST Road, Chennai - March 2012

2011 HIGHLIGHTS:

Artha Royale: Affordable Villas near Vandalur, Chennai - December 2011

Reviera: Presidential luxury villas near Electronic City - August 2011

Citrine: Introduction of villaments at Attibele, Bangalore - November 2011

CMO Asia Awards: Artha awarded CMO Asia award for brand excellence in Real Estate

sector - July 2011

Grihasta: Township project at Sarjapur Extension - April 2011

CREDAI Membership

National Real Estate Awards: Awarded Innovative Marketing Concept of the Year - April

2011

2010 HIGHLIGHTS:

Aishwaryam: Artha Property's entry into the premium segment in Kilpauk, Chennai –

December 2010

Club Yellow: First rewards program of real estate in the country – August 2010

Gardenia: Launch of the first developed project from Artha - June 2010

Royal Garden: Villas along the Electronic City - Hosur stretch – March 2010

Brick Field Shelters: Villas along the Electronic City - Hosur stretch - July 2010

Dhakshin City: Entry into the upcoming OMR-GST corridor, Chennai - March 2010



CHAPTER-3

THEORTICAL BACKGROUND

Definitions

What is an Organization?

A set up where people come and cooperate to attain to a typical objective is called as an

organization. People cooperating in an organization to procure their bread and margarine and

make benefits are called workers.Employees are the life saver of a company and contribute

viably to its fruitful running and benefit making. A company can't survive if the representatives

are not genuine.

PEER RELATION –

The meaning of a Peer relationship is having somebody of the same age as you that you have

decided to take up with. In the event that you are in school, alternate children in your class would

be your companions. The instructor, the main or different grown-ups who work in the school

would not be delegated companions. A companion is viewed as an equivalent whether it is class,

rank, age, or having the same capacity as someone else.

COMPENTATION

Pay is the compensation got by a representative consequently for his/her commitment to the

association. It is a sorted out practice that includes adjusting the work-representative connection

by giving financial and non-monetary related benefits to workers. Remuneration is a vital piece

of human asset administration which helps in propelling the workers and enhancing hierarchical

viability.



CAREER DEVELOPMENT:

Career Development is the deep rooted methodology of overseeing learning, work, recreation,

and moves to move to an actually decided and advancing favored future. In hierarchical

advancement (or OD), the investigation of vocation improvement takes a gander at: How people

deal with their professions inside and in the middle of associations and, How organization

structure the profession advancement of their individuals, it can likewise be tied into progression

arranging inside the majority of the company.

Why do Employees Leave?

Research says that the majority of the workers let an organization alone for disappointment and

steady erosion with their bosses or other colleagues. At times low pay, absence of development

prospects and inspiration force a worker to search for a change. The administration must attempt

its level best to hold those workers who are truly critical for the framework and are known to be

powerful donors.

It is the obligation of the line directors and in addition the administration to guarantee that the

workers are fulfilled by their parts and obligations and the employment is putting forth them

another test and adapting consistently.

Give us a chance to comprehend the idea of representative maintenance with the assistance

of a case:

Nisha was a gifted worker who conveyed her best and finished all her work inside the sought

time allotment. Her work needed lapses and was constantly discovered to be inventive and

interesting. She never meddled in any other person's work and stayed far from superfluous talks

and bits of gossip. She abstained from uncertainty around at the work environment, was not

kidding about her work and no questions her execution was constantly calculable. Ram, her

quick manager never truly loved Nisha and considered her as his greatest risk at the working

environment. He cleared out no stone unturned to affront and demotivates Nisha. Before long,

Nisha got tired of Ram and chose to proceed onward.



Circumstance 1 - The HR did not try any endeavors to hold Nisha and acknowledged her

abdication.

Circumstance 2 - The HR instantly interceded and talked about the few issues which incited

Nisha to think for a change. They attempted their level best to persuade Nisha and even

delegated another supervisor to improve the things for her.

Circumstance 1 would in all probability leave the Company stranded. It is not simple to discover

a worker who gels well with the framework and comprehends the work. Employing a

representative, preparing him and making him fit to work in a Company bring about enormous

expenses and subsequently genuine endeavors must be made to hold the worker. Each issue has

an answer and the administration must test into the definite reasons of a worker's disappointment.

Workers adhering to aCompany for a more drawn out time have a tendency to know the

Company better and add to an inclination of connection towards it. The representatives who stay

for a more extended length of time are acquainted with the organization strategies, rules and

additionally tenets and regulations and accordingly can contribute more viably than people who

travel every which way.

The latest strategies what the global companies try to follow in today’s era –

1. Working environment

The essential worker maintenance methods need to do with making and keeping up a working

environment that draws in, holds and supports great individuals. This covers a large group of

issues, running from adding to a corporate mission, culture and quality framework to demanding

a safe workplace and making clear, consistent and reliable working arrangements and techniques.

Ecological worker maintenance methodologies address three central parts of the work

environment: the morals and qualities establishment whereupon the Company rests, the

arrangements that translate those qualities and make an interpretation of them into everyday

activities, and the physical environment in which individuals work. The general objective is to

make your organization a spot where individuals need to come to work.



Elucidate your main goal, Create a qualities, Communicate positive emotions, Stay concentrated

on the client, Be reasonable and legitimate, Cultivate an inclination of family, Promote

uprightness, Do not endure not very impressive execution, Insist on working environment

wellbeing, Reduce the quantity of gatherings, Make work fun. These representative maintenance

systems all relate in somehow to corporate society. Then again, one natural issue has a tendency

to emerge over the rest. Like never before, workers need a society of openness and imparted

data. They need to know where the organization is going and what it will look like later on. How

is the organization getting along fiscally? Where does it remain in the commercial center? Take

the beat of your kin all the time. Every now and then, acquire an outside outsider to get a more

target perspective of how your kin truly feel. See whether they truly know the vision, mission

and qualities. In the meantime, give workers a lot of data about how the organization is

performing and where it is going. At the point when individuals get tied up with your

unmistakably expressed corporate values and have the data they have to take care of business,

they have a tendency to stick around.

2. Employee relationship strategies

Worker relationship methods need to do with how you treat your kin and how they treat one

another. Creating powerful representative relationship methodologies starts with three

fundamental steps:

Give your chiefs and bosses a lot of relationship preparing. Perceive that (in everything except

the littlest organizations) individuals work for their administrator, not you. Their pay check may

say "XYZ organization", however their essential work relationship is with their chief. In the

event that your managers have the learning, preparing and affectability to work successfully with

individuals on an individual level, you'll likely get the holding you have to hold workers.

3. Employee support strategies

Employee support strategies involve giving people the tools and equipment to get the job done.

At that point when individuals feel they have what they have to perform, work fulfillment



increments significantly. All worker help systems stem from three fundamental standards: People

need to exceed expectations, People need satisfactory assets to take care of business, and People

need good and mental backing from you and your supervisors.

Employees help techniques begin with you and your chiefs' mentality. Do you see

representatives only as teeth in a wheel, or as profitable assets that make the organization go? Do

you expect superior or average quality from them? Accepting that individuals need to exceed

expectations (they do!) instead of perform at least levels will lead you to treat them in a

significantly more positive way.

4. Employee growth strategies

Employee growth strategies deal with personal and professional growth. Good employees want

to develop new knowledge and skills in order to improve their value in the marketplace and

enhance their own self-esteem.

Take time to explore your employees' different needs and the best way to meet those needs.

There are many ways to help your people with personal growth that not only make a difference

in their lives, but bond them more closely to the organization.

5. Training and education can include:

In-house educational module for aptitudes preparing and advancement, outside courses and

workshops, paying for school and proceeding with instruction, CD/DVD, podcast and web

learning, broadly educating, having workers present workshops in their ranges of ability,

acquiring outside specialists to teach representatives about subjects that influence their individual

lives.

When you offer these sorts of learning open doors, it separates you from different head honchos

and demonstrates that you really think about your workers. Its one thing to give preparing that

helps them to improve work in light of the fact that your organization advantages from it. It's

something else out and out to offer instruction on how representatives can enhance their lives.



They don't expect that. It demonstrates that you think about them as individuals, not pretty much

as specialists who can profit for you.

6. Employee compensation strategies

Powerful representative remuneration procedures stem from one essential standard: cash alone

won't hold generally workers. In the past times, organizations basically paid individuals for their

time. Today, more organizations pay for execution – in every position, not simply deals. To hold

workers, your pay plan needs to fuse this pattern.

Pay-for-execution arrangements arrive in a mixed bag of shapes and sizes; however they all

include two essential exercises: characterizing the occupation and checking execution against

desires.

At that point when individuals surpass desires, provide for them a reward. It serves to lay the

arrangement out early with the goal that representatives comprehend your desires and realize

what they need to do to get the reward. Anyhow verify you build it with respect to predefined

benefit objectives; so you don't pay out if the organization doesn't profit.

Smart employees use a variety of hard (monetary) and soft (non-monetary) worker remuneration

procedures to make it troublesome for different organizations to take their kin away. Remember

that worker pay constitutes stand out bit of the riddle. In the event that the various pieces – the

ecological, relationship, backing and development methodologies – don't fit together into one

interlocking entire, you won't have the capacity to pay individuals enough to working today's

business sector, workers have control. They say: "You're fortunate to have me working for you."

If you don't accept that and treat them as needs be, they will rapidly discover an alternate who

will. That is the reason you have to have every one of the five of these representative

maintenance procedures.



Theories Undertaken

Maslow's Hierarchy of Needs

Abraham H. Maslow felt as if molding hypotheses did not enough catch the many-sided quality

of human conduct. In a 1943 paper called A Theory of Human Motivation, Maslow displayed the

thought that human activities are coordinated to objective accomplishment. Any given conduct

could fulfill a few capacities in the meantime; for example, going to a bar could fulfill one's

requirements for respect toward oneself and for social association.

Maslow's Hierarchy of Needs has frequently been spoken to in a progressive pyramid with five

levels. The four levels (lower-request needs) are viewed as the physiological needs, while the top

level of a pyramid is considered growth needs. The lower level needs must be fulfilled before

higher-level needs can impact conduct. The levels are as per the following.



Deprivation Needs

The initial four levels are considered inadequacy or Descrptive needs ("D-needs") in that their

absence of fulfillment causes an insufficiency that inspires individuals to address these needs.

Physiological needs, the least level on the progressive system, incorporate necessities, for

example, air, nourishment, and water. among crises, security needs, for example, wellbeing and

security climb to the cutting edge. Once these two levels are addressed, belongingness needs, for

example, acquiring love and personal connections or close fellowships, get to be vital. The

following level, regard needs, incorporate the requirement for distinguishment from others,

certainty, accomplishment, and respect toward oneself.

Growth Needs

The most elevated amount is fulfillment toward oneself, or the fulfillment toward self

actualization. Conduct for this situation is not determined or persuaded by lacks but instead one's

longing for self-awareness and the need to turn into all the things that an individual is equipped

for getting to be (Maslow, 1970).

Criticisms

Maslow's Hierarchy of Needs has it’s impart of reactions. A few critics have noted confusion in

what is viewed as an "inadequacy"; what is a lack for one is not so much an insufficiency for an

alternate. Also, there appear to be different special cases that as often as possible happen. Case in

point, some individuals regularly chance their own security to protect others from risk



Chapter 4

Data Analysis and Interpretation

Data Analysis

Analysis and interpretation are central steps in the research process. It involves breaking down

exciting complex factors into simple parts for the purpose of interpretation. Thus, the objective

of analysis is to review the collected data in such a way that they provide answer to the questions

triggered the research.

In this chapter the collected data has been analyzed systematically, so as to arrive at findings

through interpretation. There are two methods to analyze the composed data. It can be figure

representation and other is through table.

The table represents the tabulated data and the graph is drawn with reference to table.

Objective of the study

To identify those factors and strategies that has an influence on employees retention in

Artha Groups

To investigate the relationship between the selected demographic characteristics of

respondents and the factors that contribute to the employees retention

Research design:

A Research design is simply and essentially the edge work arrangement for a study that aides the

accumulation and investigation of an information. In this study the researcher has received

elucidating examination outline.

Descriptive research design:

It incorporates reviews and certainty discovering enquires of various types. It basically depicts

something, for example, a demographic of workers. It manages depiction of the condition of

offers as it is and the researchers have no impact on the respondents.



Data collection:

Data collection is a standout amongst the most vital parts of exploration. For the accomplishment

of any task precise information is critical and vital. The data gathered through exploration

strategy must be precise and relevant.

Methods of data collection:

Primary Data

Secondary Data

Primary Data:

Information gathered by an analyst is known as primary information. It is gathered by an

individual for his own utilization acquired from discoveries. This is considered as firsthand data.

This is that information which is gathered by us to meet our own particular reason. This

technique for information accumulation is exceptionally famous especially in enormous

Companies.

Secondary Data:

Secondary information implies information that are as of now accessible i.e., they allude to

information which has as of now been gathered and investigated by another person. This sort of

information data can likewise be utilized by the analyst for his utilization as second hand data

sources through which optional information can be gathered. Secondary information might either

be distributed information or unpublished information.

The research approach:

Survey Method



The research instrument:

Questionnaire

The respondents:

The employees of the organization.

Sampling:

It is the methodology of selecting delegate subset of an aggravate populace for acquiring

information for the investigation of the entire populace the subset is known as test. The example

size is chosen for the study 100 workers. The procedures of inspecting unit in this study are

convenience sampling

Convenience sampling:

In this system the specimen units are picked principally on the premise of the comfort to the

analyst.

Statistical tools used:

Likert scale

Microsoft Office (M.S EXCEL)

Factor Analysis using SPSS software

Chi square test

Questionnaire:

The questionnaire is prepared in such a way that is correct the comprehensive objectives of the

study. Open ended, multiple choice of questionnaire adopted in this research.

Period of study:

The time period of the study is 3 months



Respondents Profile

Table No 4.1 Showing the respondents Department in the organization

Department Frequency Percent

Administration 1 1

Finance 7 7

Legal 4 4

Operations 63 63

Sales 25 25

Total 100 100

Source - Questionnaires

Graph No 4.1 Showing the respondents Department in the organization

Interpretation:

The above table show that 1 percent of employees are from Administration department, 7 percent

from finance department, 4 percent is from Legal department, 63 percent from Operations and 25

percent from Sales department.

0

20406080

100120

No

of R

espo

nent

s

Department

Department and No of Respondents



Inference:

Majority of 63 percent of respondents are from Operations department

Table No 4.2 showing the respondents Age in the organization

Source - Questionnaire

Graph No 4.2 showing the respondents Age in the organization

Interpretation:

The above table shows that 25 percent of the respondents are between 18years to 30years of age,

67 percent of the respondents are between 31years to 41years and 8percent of the respondents

are between 41years to 50years.

Age Frequency Percent

18-30 25 25

31-41 67 67

41-50 8 8

Total 100 100

0

10

20

30

40

50

60

70

80

18-30 31-41 41-50

No

of R

espo

nden

ts

AGE

Age & No. of Respondents

Frequency



Inference:

Majority 67 percent of the respondents are between the age group of 31 – 41 years.

Table No 4.3 Showing the respondents Gender in the organization

Gender Frequency Percent

Male 69 69

Female 31 31

Total 100 100

Source - Questionnaire

Graph No 4.3 Showing the respondents Gender in the organization

Interpretation:

The above table shows that 69 percent of the respondents are male and 31 percent of the

respondents are female.

0

10

20

30

40

50

60

70

80

Male Female

No

of R

espo

nden

ts

Gender

Gender and No of Respondents

Frequency



Inference:

Majority 69 percent of the respondents are male.

Table No 4.4 Showing the respondents Experience in the organization

Experience in the organization Frequency Percent

0 to 2 50 50

3 to 5 50 50

Total 100 100

Source-Questionnaire

Table No 4.4 Showing the respondents Experience in the organization

Interpretation

The above table shows that 50 percent of the respondents are between 0-2years

experience and 50 percent of the respondents are between 3years to 4years experience.

0

20

40

60

80

100

120

0 to 2 3 to 5 Total

No

of R

espo

nden

ts

Experiance in the company

No of Respondents Experiance

Percent



Inference: From the above data it’s clear that, respondents having 0 to 2 years and 3 to 4 years

experience have equal number of percentages.

Table No 4.5 Showing the respondents Total Experience

Total

Experience Frequency Percent

0 to 2 8 8

3 to 5 42 42

6 to 10 50 50

Total 100 100

Source: Questionnaire

Table No 4.5 Showing the respondents Total Experience

Interpretation

The above table shows that 8 percent of the respondents are between 0-2years experience, 42

percent of the respondents are between below 3years to 5years experience and 50 percent of the

respondents are between below 6years to 10years of experience.

0

10

20

30

40

50

60

0 to 2 3 to 5 6 to 10

No

of R

espo

nden

ts

Total Experiance

Total Experiance and No Of Respondents

Percent



Inference:

Majority 50 percent of the respondents are having the experience between 6 to 10years.

Factor Analysis

Factor analysis has been done in this study to identify the factors that are the reasons for the

employee retention in Artha Groups, Bangalore.

For this purpose the searcher tested the reliability of the data collected using the Chronback’s

Alpha test. The Cronback Alpha is 0.849. It means the data collected for the study is reliable to

the extent of 84.9% which is very good for the studies in the same areas.

Table 4.6 Showing the Reliability Test

Reliability Statistics

Cronbach's Alpha N of Items

.849 14

KMO and Bartlett’s Test

Before we load the items for factor analysis it is imperative to know the sample adequacy for the

study we are using. To confirm the sample size is sufficient for the study the researchers used the

KMO test. The value of KMO for the good study should be more than 0.50 and in our study it is

0.56 which is more than the required. This means that the selected sample for the study is

sufficient as per the KMO.

Bartlett’s test has been conducted to know the correlation among the items chosen for the study.

In this study the correlation among the selected items is significant and it is what the requirement

for conducting the factor analysis using Principal Component Method.



Table 4. 7 Showing the KMO and Bartlett’s Test

KMO and Bartlett's Testa

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .56

Bartlett's Test of Sphericity Approx. Chi-Square 1.674E3

Df 91

Sig. .000

a. Based on correlations

Communalities

Communalities are the one which tests the contribution of each item variance to the total

variance. Here each item selected should have the value more than 0.50. Since all the items value

is more than 0.50 we can proceed for conducting the factor analysis.



Table 4.8 Showing Communalities

Communalities

Raw Rescaled

Initial Extraction Initial Extraction

Q1 1.547 1.334 1 0.863

Q2 0.696 0.452 1 0.649

Q3 0.919 0.732 1 0.796

Q4 1.044 0.698 1 0.669

Q6 0.635 0.532 1 0.838

Q7 1.396 1.273 1 0.912

Q8 0.899 0.66 1 0.735

Q10 1.119 0.947 1 0.846

Q11 0.475 0.128 1 0.669

Q12 0.902 0.684 1 0.758

Q13 1.043 0.734 1 0.704

Q14 0.749 0.565 1 0.754

Q15 1.404 1.245 1 0.887

Q16 1.139 0.851 1 0.747

Extraction Method: Principal Component Analysis.



4.9 Showing Total Variance Explained

C

Initial EigenvaluesaExtraction Sums of Squared

Loadings

Rotation Sums of Squared

Loadings

Tota

l

% of

Varianc

e

Cumulativ

e %

Tota

l

% of

Varianc

e

Cumulativ

e %

Tota

l

% of

Varianc

e

Cumulativ

e %

1 5.00

6 35.845 35.845

4.90

2 35.012 35.012

3.62

9 25.921 25.921

2 2.56

8 18.386 54.23

2.59

8 18.56 53.572 3.2 22.855 48.776

3 2.00

7 14.372 68.602

1.68

9 12.061 65.633

2.11

8 15.131 63.907

4 1.25

4 8.98 77.582

1.23

8 8.845 74.478 1.48 10.571 74.478

5 0.82

4 5.9 83.482

6 0.68

9 4.931 88.413

7 0.46

6 3.334 91.746

8 0.38

4 2.751 94.497

9 0.31 2.219 96.716

1

0

0.30

3 2.171 98.887

1

1 0.06 0.429 99.316



1

2

0.04

8 0.34 99.656

1

3

0.02

8 0.204 99.86

1

4 0.02 0.14 100

For the above table it is understood that the four factors have been extracted for the out of 14

items and the total variance explained by these four factors is 74.478% which is very good for

the study. Usually the total variance more than 70% is good for the proposed studies, however in

this study it is more than 70%. The no of factors mainly decided based on the Eigen Values

where is should be more than 1.

The first factor constitute 25.921% to the total variance, second factor to the extent of 22.855%,

third factor contributes to the extent of 15.131% and the last factor is about 10.571%.

The no of factors also can be decided based on the Screen Plot. The same has been listed below



4.10 Showing Rotated Component Matrix

To firm which component goes to what factor we have to look at Rotated component matrix. The

same has been shown below which is sorted by size and factor

Rotated Component Matrixa

Raw Rescaled

Component Component

1 2 3 4 1 2 3 4

Q1 1.153 0.927

Q3 0.795 0.829

Q4 0.815 0.798

Q12 0.589 0.62

Q13 0.63 0.617

Q2 0.493 0.591

Q11 0.313 0.454

Q6 0.708 0.889

Q14 0.742 0.857

Q8 0.799 0.842

Q10 0.957 0.905

Q7 1.065 0.901

Q15 0.891 0.752

Q16 0.723 0.677

Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.

a. Rotation converged in 6 iterations.



Based on the factor analysis having a variables of 14 is been curtail to 4 distinct variables by

which is shown in the above table. The factors are as follows

• Motivational factor

• Organization system

• Career Growth

• Reward and Recognition

By the analysis made through the SPSS tool it shows that Motivational factor is the major factor

to the extent of 25.921% that has made the employee of the Artha Groups to stay in the

organization till date and the motivational factor does have a major influencing power on the

current employees. Followed by the Organization system which goes parallel to the Motivational

factor and has the weightage to an extent of 22.855%. Career growth is the third factor

influencing to an extent of 15.531% which means that employees do expect the organization to

develop their career path in future and are satisfied with what measures are taken till date. The

last factor Reward and Recognition shows that to an extent of 10.571% influence employees to

retain in the organization.

Objective 2 - To investigate the relationship between the selected demographic

characteristics of respondents and the factors that contribute to the employee’s retention

The following are the demographic features of respondents selected to check their relationship

with the four factors that contribute to the employee retention.

In this objective the researcher attempts to investigate whether the demographic features have

any role in making the employees to retain in the organization. For this purpose, the following

hypothesis are designed and the same has been tested with the help of Chi-square test,



4.11 Showing Demographic characteristics and factor

Demographic Characteristics Factors

Department Motivational Factors

Gender Organizational System

Age Career Growth

Experience in the Organization Rewards and Recognition

Total Experience

Hypothesis 1 – Relationship between the Motivational Factors and Department of

Employees

H0 – The Motivational factors that contribute to the employee retention in the organization are

independent of the Department they work for.

H1 – The Motivational factors that contribute to the employee retention in the organization are

dependent on the Department they work for

Table No 4.12 Showing the Cross Tabulation of Department and Motivational Factors

Department * Motivational factors Crosstabulation

Motivational factors

TotalDisagree Neutral Agree Strongly Agree

Department Administration 0 0 1 0 1

Finance 0 7 0 0 7

Legal 0 0 4 0 4

Operations 5 0 40 18 63

Sales 0 7 11 7 25

Total 5 14 56 25 100



Table No 4.13 Showing the Results of Chi-square Test

Chi-Square Tests

Value Df Asymp. Sig. (2-sided)

Pearson Chi-Square 63.271a 12 .000

Likelihood Ratio 58.781 12 .000

Linear-by-Linear Association 4.967 1 .026

N of Valid Cases 100

a. 15 cells (75.0%) have expected count less than 5. The minimum expected count is .05.

Interpretation

From the above Chi-square results table it is understood that the Motivational factors that

contribute employees to retention in the organization are dependent on the Department they work

for as the significance value is less than 0.05. In this case the Null Hypothesis is rejected. It

means that the motivation among the employees vary from department to department.

Hypothesis 2 – Relationship between the Organizational System and Department of

Employees

H0 – The Organizational System that contribute to the employee retention in the organization are

independent of the Department they work for

H1 – The Organizational System that contribute to the employee retention in the organization are

dependent on the Department they work for



Table No 4.14 Showing the Cross Tabulation of Department and Organizational System

Crosstab

Organizational System



Finance 0 0 0 7 7

Legal 0 0 0 4 4


Sales 0 0 5 20 25

Total 5 4 29 62 100


Chi-Square Tests




Linear-by-Linear Association .000 1 .990





Interpretation

From the above Chi-square results table it is understood that the Organization System that

contribute employees to retention in the organization is independent of the Department they

work for as the significance value is more than 0.05. In this case the Null Hypothesis is accepted.

It means that there is no relationship between the organizational system and department they

work for.

Hypothesis 3 – Relationship between the Career Growth and Department of Employees

H0 – The Career Growth that contribute to the employee retention in the organization are


H1 – Career Growth that contribute to the employee’s retention in the organization are dependent

on the Department they work for.

Table No 4.16 Showing the Cross Tabulation of Department and Career Growth

Crosstab

Career Growth



Finance 0 0 0 7 7

Legal 0 0 4 0 4


Sales 0 7 5 13 25

Total 15 17 27 41 100




Chi-Square Tests

Value df Asymp. Sig. (2-sided)






Interpretation

From the above Chi-square results table it is understood that the Career Growth that contribute

employees to retention in the organization are dependent on the Department they work for as the

significance value is less than 0.05. In this case the Null Hypothesis is rejected. It means that the

Career Growth among the employees vary from department to department.

Hypothesis 4 – Relationship between the Rewards and Recognition and Department of

Employees

H0 – Rewards and Recognition that contribute to the employees retention in the organization are


H1 – The Rewards and Recognition that contribute to the employees retention in the organization

are dependent on the Department they work for



Table No 4.18 Showing the Cross Tabulation of Department and Rewards and Recognition

Crosstab

Reward for your ideas



Finance 0 0 0 7 7

Legal 0 4 0 0 4


Sales 0 12 13 0 25

Total 13 39 30 18 100


Chi-Square Tests







Interpretation

From the above Chi-square results table it is understood that the Rewards and Recognition that

contribute employees to retention in the organization are dependent on the Department they work

for as the significance value is less than 0.05. In this case the Null Hypothesis is rejected. It



means that the Reward and Reognition among the employees vary from department to

department.

Hypothesis 5 – Relationship between Motivation and Gender of the Respondents

H0 – The Motivational factors that contribute to the employee’s retention in the organization are

independent of their gender


dependent of their gender.

Table No 4.20 Showing the Cross Tabulation of Gender and Motivational Factors

Crosstab



Gender Male 5 14 30 20 69

Female 0 0 26 5 31

Total 5 14 56 25 100


Chi-Square Tests






a. 3 cells (37.5%) have expected count less than 5. The minimum expected count is 1.55.



Interpretation


contribute employees to retention in the organization are dependent on their Gender and the


motivation among the employees varies.

Hypothesis 6 – Relationship between the Organizational System and Gender of the

Respondents.

H0 – The Organizational System that contribute to the employees retention in the organization

are independent their Gender

H1 – The Organizational System that contribute to the employees retention in the organization

are dependent on the Gender

Table No 4.22 Showing the Cross Tabulation of Gender and Organizational System

Crosstab




Female 0 0 13 18 31

Total 5 4 29 62 100




Chi-Square Tests







Interpretation


contribute employees to retention in the organization is independent of their Gender and the

significance value is more than 0.05. In this case the Null Hypothesis is accepted. It means that

there is no relationship between the organizational system and Gender of the respondents.

Hypothesis 7 – Relationship between Career Growth and Gender of the Respondents

H0 – Career Growth that contribute to the employees retention in the organization are


H1 – Career Growth that contribute to the employee’s retention in the organization are dependent

of their gender.



Table No 4.24 Showing the Cross Tabulation of Gender and Career Growth

Crosstab

Career Growth


Gender Male 14 11 14 30 69

Female 1 6 13 11 31

Total 15 17 27 41 100


Chi-Square Tests







Interpretation


employees to retention in the organization are dependent on their Gender and the significance

value is less than 0.05. In this case the Null Hypothesis is rejected. It means that the Career

Growth among the employees varies.



Hypothesis 8 – Relationship between the Rewards and Recognition and Gender of the

Respondents

H0 – Reward and Recognition that contribute to the employee’s retention in the organization are


H1 – Reward and Recognition that contribute to the employees retention in the organization are

dependent of their gender.

Table No 4.26 Showing the Cross Tabulation of Gender and Reward and Recognition

Crosstab




Female 4 18 8 1 31

Total 13 39 30 18 100


Chi-Square Tests









Interpretation

From the above Chi-square results table it is understood that the Reward and Recognition that

contribute employees to retention in the organization are dependent on their Gender and the


Reward and recognition among the employees varies.

Hypothesis 9 – Relationship between Motivation and Age of the Respondents


independent on their age


dependent on their age

Table No 4.28 Showing the Cross Tabulation of Age and Motivational Factors

Crosstab



Age 18-30 0 7 8 10 25

31-41 5 7 40 15 67

41-50 0 0 8 0 8

Total 5 14 56 25 100




Chi-Square Tests







Interpretation


contribute employees to retention in the organization are dependent on the age of the respondent

and the significance value is less than 0.05. In this case the Null Hypothesis is rejected. It means

that the motivation among the employees varies depending on their age

Hypothesis 10 – Relationship between Organization System and Age of the Respondents

H0 – The Organization System that contribute to the employees retention in the organization are

independent on their age

H1 – The Organization System that contribute to the employees retention in the organization are

dependent on their age



Table No 4.30 Showing the Cross Tabulation of Age and Organization System.

Crosstab



Age 18-30 0 0 2 23 25

31-41 5 4 23 35 67

41-50 0 0 4 4 8

Total 5 4 29 62 100


Chi-Square Tests







Interpretation




that the Organization System among the employees varies depending on their age.



Hypothesis 11 – Relationship between Career Growth and Age of the Respondents

H0 – The Career Growth that contribute to the employees retention in the organization are

independent of their age

H1 – The Career Growth that contribute to the employees retention in the organization are

dependent of their age

Table No 4.32 Showing the Cross Tabulation of Age and Career Growth

Crosstab

Career Growth


Age 18-30 10 13 2 0 25

31-41 5 0 21 41 67

41-50 0 4 4 0 8

Total 15 17 27 41 100


Chi-Square Tests









Interpretation


employees to retention in the organization are dependent on the age of the respondent and the


Career Growth among the employees varies depending on their age.

Hypothesis 12 –Relationship between Reward and Recognition and Age of the Respondents


independent of their age

H1 – The Reward and Recognition that contribute to the employee’s retention in the organization

are dependent of their age

Table No 4.34 Showing the Cross Tabulation of Age and Reward and Recognition

Crosstab



Age 18-30 0 14 10 1 25

31-41 13 21 20 13 67

41-50 0 4 0 4 8

Total 13 39 30 18 100




Chi-Square Tests







Interpretation




that the Career Growth among the employees varies depending on their age.

Hypothesis 13–Relationship between the Motivational Factor and Experience.

H0 – The Motivational factor that contribute to the employees retention in the organization are

independent of the Employees Experience in the company

H1 – The Motivational factor that contribute to the employees retention in the organization are

dependent on the Employee Experience in the company



Table No 4.36 Showing the Cross Tabulation of Experience and Motivational factor

Crosstab



Experience in Company 0-2 0 7 33 10 50

3-5 5 7 23 15 50

Total 5 14 56 25 100


Chi-Square Tests







Interpretation

From the above Chi-square results table it is understood that the Motivational factor that

contribute employee to retention in the organization is independent of the Experience within the

Organization, the significance value is more than 0.05. In this case the Null Hypothesis is

accepted. It means that there is no relationship between the Motivational factor and Experience

within the organization.



Hypothesis 14 – Relationship between the Organization System and Experience in the

company.

H0 – Organization System that contribute to the employee retention in the organization are

independent of the respondent experience in the company

H1 – Organization System that contribute to the employees retention in the organization are

dependent of the respondents experience in the company.

Table No 4.38 Showing the Cross Tabulation Experience and Organization System

Crosstab




3-5 5 4 15 26 50

Total 5 4 29 62 100


Chi-Square Tests









Interpretation


contribute employees to retention in the organization are dependent on their Experience in the

organization and the significance value is less than 0.05. In this case the Null Hypothesis is

rejected. It means that the Organization System among the employees varies.

Hypothesis 15 – Relationship between the Career Growth and Experience in the company.

H0 – Career Growth that contribute to the employee retention in the organization are


H1 – Career Growth that contribute to the employees retention in the organization are dependent

of the respondents experience in the company.

Table No 4.40 Showing the Cross Tabulation of Experiance and Career Growth

Crosstab

Career Growth



3-5 5 4 19 22 50

Total 15 17 27 41 100



Table No 4,41 Showing the Results of Chi-square Test

Chi-Square Tests






a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 7.50.

Interpretation


employees to retention in the organization are dependent on their Experience in the organization


that the Career Growth among the employees varies.

Hypothesis 16 – Relationship between the Reward and Recognition and Experience in the

company.

H0 – Reward and Recognition that contribute to the employee retention in the organization are



dependent of the respondents experience in the company.



Table No 4.42 Showing the Cross Tabulation of Experience and Reward and Recognition

Crosstab




3-5 13 19 7 11 50

Total 13 39 30 18 100


Chi-Square Tests






a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 6.50.

Interpretation


contribute employees to retention in the organization are dependent on their Experience in the

organization and the significance value is less than 0.05. In this case the Null Hypothesis is

rejected. It means that the Reward and Recognition among the employees varies.



Hypothesis 17 – Relationship between the Motivational factor and Total Experience.

H0 – Motivational factor that contribute to the employee retention in the organization are

independent of the respondent of total experience

H1 – Motivational factor that contribute to the employees retention in the organization are

dependent of the respondents total experience

Table No 4.44 Showing the Cross Tabulation of total experience and Motivational factor

Crosstab



Total Experience 0-2 0 7 1 0 8

3-5 0 0 32 10 42

6-10 5 7 23 15 50

Total 5 14 56 25 100


Chi-Square Tests









Interpretation

From the above Chi-square results table it is understood that the Motivational factor that

contribute employees to retention in the organization are dependent on their Total Experience


that the Motivational factor among the employees varies.

Hypothesis 18 – Relationship between the Organization System and Total Experience.

H0 – Organization System that contribute to the employee retention in the organization are


H1 – Organization System that contribute to the employees retention in the organization are

dependent of the respondents total experience

Table No 4.46 Showing the Cross Tabulation of Total Experience and Organization System

Crosstab




3-5 0 0 19 23 42

6-10 5 4 9 32 50

Total 5 4 29 62 100




Chi-Square Tests







Interpretation




that the Organization System among the employees varies.

Hypothesis 19 – Relationship between the Career Growth and Total Experience of the

respondents.

H0 – Career Growth that contribute to the employee retention in the organization are


H1 – Career Growth that contribute to the employees retention in the organization are dependent

of the respondents total experience



Table No 4.48 Showing the Cross Tabulation of Total experience and Career Growth

Crosstab

Career Growth



3-5 10 6 13 13 42

6-10 5 4 13 28 50

Total 15 17 27 41 100


Chi-Square Tests







Interpretation: From the above Chi-square results table it is understood that the Career Growth

that contribute employees to retention in the organization are dependent on their Total

Experience and the significance value is less than 0.05. In this case the Null Hypothesis is

rejected. It means that the Career Growth among the employees varies.



Hypothesis 20 – Relationship between the Reward and recognition and Total Experience.

H0 – Reward and Recognition that contribute to the employee retention in the organization are



dependent of the respondent’s total experience

Table No 4.50 Showing the Cross Tabulation of Total Experience and Reward and

Recognition

Crosstab




3-5 0 19 16 7 42

6-10 13 13 13 11 50

Total 13 39 30 18 100


Chi-Square Tests









Interpretation




that the Reward and Recognition among the employees varies.



Chapter-5

Findings Recommendation and Conclusion

5.1 Finding

The highly preferred factors from the employee prospective are Motivational factor, work

schedule, statutory benefits and promotion in order to stay employee in the organization.

In this study organization system supports the management to maintain the good

relationship with the employees and also helps in making them stay for a longer period.

It is found that organization is also concentrating on employees career which in turn

influencing them to retain.

Some of the respondents believe that rewards and recognition is important to them to stay

in the organization.

From the chi square test it is found that Motivational factor, Career Growth, Reward and

Recognition are dependent on the employees department. It means that employee

retention vary from department to department.

Organization System and department of the employee do not have any relationship on

employee retention.

Motivational factor, Career Growth, reward and Recognition are dependent on

employee’s gender.

Organization System and gender do not have any relationship on employee retention.

Motivational factor, Organization system, Career Growth, Reward and Recognition are

dependent on employee’s age.

Motivational factor and experience of employees in the organization do not have any

relationship on employee retention.

Organization system, Career Growth, Reward and Recognition are dependent on

experience of employees in the organization. It means employee retention vary among

the employee’s experience in the organization.



Motivational factor, Organization system, Career growth, Reward and Recognition are

dependent on total experience of the employees. It means employee retention vary

among employees total experience.

5.2 Recommendation:

The company’s compensation strategy is at par with the industry standard but the concern

should also be on the incentives for the employee who achieve beyond the expectation.

Exit interview system may be introduced which will help management in answering the

question why employees leave them, and then work on those areas which influence

employees to leave their organization.

The organization can adapt to the modern technique to retain the employees such as

Career growth planning, Empowerment, MBO, Golden handcuff. Only application of

bond won’t reduce the turnover.

The organization has to give more prominence to the work life balance of the employee

to make the job life be better so that they can attain 100% job satisfaction.

Frequent feedback must be taken on the work followed by feedback must be given on

their performance in order to remove the communication barrier.

There must be a clear cut communication of expectation of work from each individual.

Organizations should identify those benefits which have more influence on employee

retention. Furthermore, Organizations need to revisit their present benefits package to

identify those benefits which are not useful in order to replace them.

A training program may be established as a regular practice for provision of training and

retraining (refreshment courses) opportunities for their employees. This would not only

satisfy employee’s growth need but also enhance employee retention.

A counseling system may be established regarding counseling employees for their career

development, which will enhance employee loyalty with the organization.

Employees need to understand that they are in organization, where they are offered multi

training and career development opportunities so they should avail these opportunities to

increase their marketability / employability.



5.3 Conclusion:

The research has a humble attempt in identifying the Strategies to Retain Employees in the

organization and also the cause of employee retention and come up with few suggestions. Artha

group exists a good level of employee retention

Human resources are the silent assets of the company which are the major contributor for the

success of the organization though they are not the integral part of the organizations balance

sheet yet they contribute to the performance of the organization and generate profit.

“A study on Strategies of employee retention” consists of practical study which reveals the major

factor that influences the employee to stay in the organization and strategies to retain employees

in the organization. And also give a distinct factors which are very concern to the employee

failing to meet by the organization as expected will result in high turnover. HR must take steps to

be aware of employee problems and try to solve the problem effectively and innovatively.

5.4 Scope for future Research (Research Gap)

The factor analysis report suggest that 25.522 percent is still uncovered factor that also has an

wide influence on the employees to get retain in the organization that becomes first reason for

future scope to study. The second scope would be that every organization working condition and

strategy is different forming the way for new research. Lastly the working environment and

dynamics of world are not constant so it gives scope for the study in future.



BIBLIOGRAPHY

1. Insights into employee motivation commitment and retention (2002)-business

training expert-Barbara.J.Kreisman

2. Malvern W. Chiboiwa, Michael O. Samuel and CrispenChipunza, An

examination of employee retention strategy, African Journal of Business

Management, Volume-4, Issue -10, and August 2010.

3. Emerging Employee Retention Strategy in IT industry (APRIL 2013) - Pioneer

journal- RashmiBadjatyRawat.

4. Employee attraction and retention in Australian Resources sector – (2011- 2012)

- Prof. Kate Hutchings , Prof Helen De cieri. Dr.Traceyshea.

5. Employee retention by reducing recruitment and increasing retention (JUNE

2013) - White paper volume 2 – Rake international North America.

6. www.wikipedia.org reference for meaning and understanding the theories.

7. www.arthaproperty.com reference for company profile.



ANNEXURE

STRATEGIES OF EMPLOYEE RETENTION - QUESTIONNAIRE

Introduction: Anonymity and confidentiality will be maintained and any information collected will strictly remain for the purpose of research. Your participation is highly appreciated and will truly help the researcher in the study.

The following are the set of questions which are meant to understand the mind set of individual. This set of question will be acting as a primary data for my MBA project. And also based on this feedback the findings and new variables will be identified which will help to us come up with an optimum solution.

***************************************************************************

Name of the Respondent: ____________________________

Department: _______________________________________

Designation: ________________________________

1. Gender:

Male Female

2. Age Group

18-30 years 31-40 years 41-50 years 51-60 years

3. Experience in this company:

0-2 years 3-5 years 6 -10 years more than 10 years

4. Total Professional Experience:

0-2 years 3-5 years 6 -10 years more than 10 years

***************************************************************************



The questions have five parameters to judge.

Strongly Agree-5 Agree-4 Neutral-3 Disagree-2 Strongly Disagree-1

Questions 5 4 3 2 1

1 My passion for work is always high

2 Do you agree that Work Schedule should be flexible

3 Do you agree that superiors help the employee to understand the job?

4 Are you continuously motivated by the top management to deliver your best

5 Do you feel that your compensation package meet your expectation

6 Do you agree Infrastructure facilities is important

7 Do you believe that best performance is always rewarded in the organization

8 Good Relationship with management

9 My level of satisfaction with the job is very high

10 Is their well designed career path for every individual in the organization?

11 I am extremely proud to be part of this organization

12 Availability of promotion opportunity

13 Statutory benefits is important to me

14 Rate of Appraisal System is important to me

15 Top managers allow to share your ideas at work

16 Satisfied with the benefits offered by the organization



17 Company’s policies and procedure have made my job difficult.

18 There is a sufficient non-monetary reward given for satisfaction.

19 There is clear communication of employee expectation.

20 The Company does an excellent job of keeping employees informed about matters affecting us.

21 My work schedule does not exceed 10 hrs a day (including the break time).

22 My overtime is always recognized and it’s also been paid as standard.

Documents

Pallavi