EXECUTIVE

SUMMARY

EXECUTIVE SUMMARY A Project means some task assigned by the company. My project topic is Employee R etention Strategies and Its Impact on Employee Turnover. To study the concept of Employee Retention in the organization I took this project. The objective of my research is to identify the various factors of volunt ary leaving of the employees from the organization. These factors includes job a nd person mismatch, no growth opportunities, lack of appreciation, new job offer s, lack of trust and support in coworkers, work/ life imbalance etc. The main ob jective is to identify the retention strategies and the strategies for reducing employee turnover and improving retention. It may include strategies like perfor mance appraisal, career development, training programs, acknowledgement, recogni tion, induction programs, motivation, rewards, promotional opportunities etc. The efficiency of the organization depends upon the efficiency of its employees. The efficiency of employees is directly influenced by their own satisfaction. I n the present scenario it is required for each organization to have satisfied em ployees and to keep employees satisfied for accomplishing the objectives and for retaining them for long period. The employee retention is directly linked to employee satisfaction and which in turn directly linked to the productivity, performance, customer satisfaction of the organization. The proper recognition, periodical appraisal, motivation to em ployees, salary increase etc effects the employee in the positive manner. By personally interviewing the employees of different organisation, I get whole relevant data according to the need of my project. My research is based on Prim ary data which was collected by questionnaire methods. So in the period of my st udy I had prepared questionnaire for employees and done survey by personally int erviewing some of the employees of diferent organisation.

CHAPTER-1 INTRODUCTION OF THE PROJECT

INTRODUCTION TO RETENTION High performers are like frogs in a wheelbarrowThey can jump out at any t ime -Mc Kinsey & Company Study.

Genius begins and labor finishes is an old saying that would be profoundly signifi cant if interpreted in the context of corporate and large employers. Concepts, v isions and decisions do take shape within the four walls of corporate boardrooms . However, it is only the employees that implement and give tangibility to the c orporates mission. In other words if it is the highest rung in the corporate hier archy that has ideas, it is the employees rung that has the chisel to bring the v ision to life. In the best of worlds, employees would love their jobs. Like their co-workers, w ork hard for their employers; get paid well for their work, ample chances of adv ancement and flexible schedules so they could attend to personal or family needs when necessary. And never leave. But then theres the real world. And in the real world, employees, do, lea ve, either because they want more money, hate the working conditions, hate their co-workers, want a change, or because their spouse gets a dream job in another state. Unlike inanimate products and systems that subject themselves to fine tun ing without any reaction, employees would not subject themselves to any measure taken without reaction and analysis. Hence managing human resources, particularl y retaining them, is an art that calls for special skills and strategies. EMPLOYEE RETENTION Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Corporate is facing a lot of pr oblems in employee retention these days. Hiring knowledgeable people for the job is essential for an employer. But retention is even more important than hiring. There is no dearth of opportunities for a talented person. There are many organ izations which are looking for such employees. If a person is not satisfied by t he job hes doing, he may switch over to some other more suitable job. In todays en vironment it becomes very important for organizations to retain their employees. The top organizations are on the top because they value their employees and they know how to keep them glued to the organization. Employees stay and leave organ izations for some reasons. Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. Employee retention is beneficial for the organization as well as th e employee. The picture states the latest statement that corporate believes in Love them or l ose them The reason may be personal or professional. These reasons should be understood b y the employer and should be taken care of. The organizations are becoming aware of these reasons and adopting many strategies for employee retention. Employees today are different. They are not the ones who dont have good opportuni ties in hand. As soon as they feel dissatisfied with the current employer or the job, they switch over to the next job. It is the responsibility of the employer to retain their best employees. If they dont, they would be left with no good em ployees. A good employer should know how to attract and retain its employees. Retention involves five major things:

1) COMPENSATION

2) ENVIRONMENT

3) GROWTH

4) RELATIONSHIP 5) SUPPORT Employee retention would require a lot of efforts, energy, and resources but the results are worth it. IMPORTANCE OF EMPLOYEE RETENTION Now that so much is being done by organizations to retain its employees, why is retention so important? Is it just to reduce the turnover costs? Well, the answe r is a definite no. Its not only the cost incurred by a company that emphasizes t he need of retaining employees but also the need to retain talented employees fr om getting poached. The process of employee retention will benefit an organization in the following ways: 1. The Cost of Turnover: The cost of employee turnover adds hundreds of tho usands of money to a company s expenses. While it is difficult to fully calculat e the cost of turnover (including hiring costs, training costs and productivity loss), industry experts often quote 25% of the average employee salary as a cons ervative estimate. 2. Loss of Company Knowledge: When an employee leaves, he takes with him va luable knowledge about the company, customers, current projects and past history (sometimes to competitors). Often much time and money has been spent on the emp loyee in expectation of a future return. When the employee leaves, the investmen t is not realized. 3. Interruption of Customer Service: Customers and clients do business with a company in part because of the people. Relationships are developed that encou rage continued sponsorship of the business. When an employee leaves, the relatio nships that employee built for the company are severed, which could lead to pote ntial customer loss. 4. Turnover leads to more turnovers: When an employee terminates, the effec t is felt throughout the organization. Co-workers are often required to pick up the slack. The unspoken negativity often intensifies for the remaining staff. 5. Goodwill of the company: The goodwill of a company is maintained when th e attrition rates are low. Higher retention rates motivate potential employees t o join the organization. 6. s lost oss of is you Regaining efficiency: If an employee resigns, then good amount of time i in hiring a new employee and then training him/her and this goes to the l the company directly which many a times goes unnoticed. And even after th cannot assure us of the same efficiency from the new employee.

WHAT MAKES EMPLOYEE LEAVES?

Employees do not leave an organization without any significant reason. There are certain circumstances that lead to their leaving the organization. The most com mon reasons can be: Job is not what the employee expected to be: Sometimes the job responsibilities dont come out to be same as expected by the candidates. Unexpected job responsibi lities lead to job dissatisfaction. 1. Job and person mismatch: A candidate may be fit to do a certain type of job which matches his personality. If he is given a job which mismatches his per sonality, then he wont be able to perform it well and will try to find out reason s to leave the job. 2. No growth opportunities: No or less learning and growth opportunities in the current job will make candidates job and career stagnant. 3. Lack of appreciation: If the work is not appreciated by the supervisor, the employee feels de-motivated and loses interest in job. 4. Lack of trust and support in co-workers, seniors and management: Trust i s the most important factor that is required for an individual to stay in the jo b. Non-supportive co-workers, seniors and management can make office environment unfriendly and difficult to work in. 5. Stress from overwork and work life imbalance: Job stress can lead to wor k life imbalance which ultimately many times lead to employee leaving the organi zation. 6. Compensation: Better compensation packages being offered by other compan ies may attract employees towards themselves. 7. New job offer: An attractive job offer which an employee thinks is good for him with respect to job responsibility, compensation, growth and learning et c. can lead an employee to leave the organization.

EMPLOYEE RETENTION STRATEGIES The basic practices which should be kept in mind in the employee retention strat egies are: 1. Hire the right people in the first place. 2. Empower the employees: Give the employees the authority to get things do ne. 3. Make employees realize that they are the most valuable asset of the orga nization. 4. Have faith in them, trust them and respect them. 5. Provide them information and knowledge. 6. Keep providing them feedback on their performance. 7. Recognize and appreciate their achievements. 8. Keep their morale high.

9.

Create an environment where the employees want to work and have fun.

These practices can be categorized in 3 levels: Low, medium and high level. <Low> <High> <Medium >

RETENTION DETERMINANTS It has been recognized by both employers and employees that some common areas af fect employee retention. If certain organizational components are being provided , than other factors may affect retention. Surveys of employees consistently sho w that better compensation package and better career opportunity are the two mos t important determinates of retention. Finally, job design and fair and supporti ve employee relationship with others inside the organization contribute to reten tion. Following are the components that affect employee retention: -

These were the determinants of retention. An affective leadership assumed by the top management would be a very important feature that keeps the work force inta ct and loyal. In fact, the approach to the task of formulation of strategies for employee retention should be comprehensive and the honest intention of the empl oyer to implement every stipulation in the package of appointment should be evid ent. However, there would, in each employing corporate, be a section of so-calle d good employees, whom it would be unwise to loose. Special strategies and special kind of efforts are required in the task of retaining them. Probably it would b

e the hardest task for the employer to retain them as persons and rivals would b e making relentless bids to woo this section of employees. To counter these onsl aughts from peers, special efforts are called for.

MANAGER ROLE IN RETENTION When asked about why employees leave, low salary comes out to be a common excuse . However, research has shown that people join companies, but leave because of w hat their managers do or dont do. It is seen that managers who respect and value e mployees competency, pay attention to their aspirations, assure challenging work, value the quality of work life and provided chances for learning have loyal and engaged employees. Therefore, managers and team leaders play an active and vita l role in employee retention by creating a motivating team culture and improving the relationships with team members. This can be done in a following way: 1. Creating a Motivating Environment: Team leaders who create motivating en vironments are likely to keep their team members together for a longer period of time. Motivation does not necessarily have to come through fun events such as p arties, celebrations, team outings etc. They can also come through serious event s e.g. arranging a talk by the VP of Quality on career opportunities in the fiel d of quality. Employees who look forward to these events and are likely to remai n more engaged. 2. Standing up for the Team: Team leaders are closest to their team members . While they need to ensure smooth functioning of their teams by implementing ma nagement decisions, they also need to educate their managers about the realities on the ground. When agents see the team leader standing up for them, they will have one more reason to stay in the team. 3. Providing coaching: Everyone wants to be successful in his or her curren t job. However, not everyone knows how. Therefore, one of the key responsibiliti es will be providing coaching that is intended to improve the performance of emp loyees. Managers often tend to escape this role by just coaching their employees . However, coaching is followed by monitoring performance and providing feedback on the same. 4. Delegation: Many team leaders and managers feel that they are the only p eople who can do a particular task or job. Therefore, they do not delegate their jobs as much as they should. Delegation is a great way to develop competencies.

5. Extra Responsibility: Giving extra responsibility to employees is anothe r way to get them engaged with the company. However, just giving the extra respo nsibility does not help. The manager must spend good time teaching the employees of how to manage responsibilities given to them so that they dont feel over burd ened. 6. Focus on future career: Employees are always concerned about their futur e career. A manager should focus on showing employees his career ladder. If an e mployee sees that his current job offers a path towards their future career aspi rations, then they are likely to stay longer in the company. Therefore, managers should play the role of career counselors as well. RETENTION MYTHS The process of retention is not as easy at it seems. There are so many tactics a nd strategies used in retention of employees by the organizations. The basic pur pose of these strategies should be to increase employee satisfaction, boost empl oyee morale hence achieve retention. But some times these strategies are not use d properly or even worse, wrong strategies are used. Because of which these stra tegies fail to achieve the desired results. There are many myths related to the employee retention process. These myths exist because the strategies being used are either wrong or are being used from a long time. These myths prevent the emp loyer from successfully implementing the retention strategies. Let us have a loo k on some of these myths: 1. Employees leave an organization for more pay: Money may be the motivatin g factor for some but for many people it is not the most important factor. Money matters more to the low-income-employees for whom its a survival issue. Money ca n make an employee stay in an organization but not for long. The factors more im portant than money are job satisfaction, job responsibilities, and individuals sk ill development. The employers should understand this and work out some other wa ys to make employees feel satisfied. When employees leave, management tries to r etain them by offering more money. But instead they should try to figure out the main reason behind it. Issues that are mainly the cause of dissatisfaction are organizations policies and procedures, working conditions, relationship with the supervisor and salary, etc. For such employees, achievement, growth, respect, re cognition, is the main concern. 2. Incentives can increase productivity: Incentives can surely increase pro ductivity but not for long term. Cash incentives, volume work targets and speed awards are old management beliefs. They can generate work speedily and in volume s but cant boost employee commitment. Rather speed can hamper the quality of work produced. What really glues employees to their work and organization is quality work, meaningful responsibilities, recognition, respect, growth opportunities a nd friendly supervisors. 3. Employees run away from responsibilities: It is a myth that employees ru n from responsibilities. In-fact employees feel more responsible if they are giv en extra responsibilities apart from their regular job. Employees look for varie ty, greater control on the processes and authority to take decisions in their pr esent job. They want opportunities to learn and grow. Management can assign extr a responsibilities to their employees and appreciate them on the completion of t hese tasks. This will induce a sense of pride in the employee and will improve t he relationship between the management and the employee.

4. Loyalty is a thing of the past: Employees can be loyal but what they nee d is an employer for whom they can be loyal. There is no reason for the employee to hop jobs if hes satisfied with the employer. 5. Taking measures to increase employee satisfaction will be expensive for the organizations: The things actually required improving employee satisfaction like respect, career growth and development, appreciation, etc. cant be bought. T hey are free of cost. An employer or management that reacts well to the employees ideas and suggestions is enough for the employees to be retained.

BENEFITS OF ATTRITION Attrition is not bad always if it happens in a controlled manner. Some attrition is always desirable and necessary for organizational growth and development. Th e only concern is how organizations differentiate good attrition from bad attrition. The term healthy attrition or good attrition signifies the importance of less produ ctive employees voluntarily leaving the organization. This means if the ones who have left fall in the category of low performers, the attrition in considered b eing healthy. Attrition rates are considered to be beneficial in some ways: 1. If all employees stay in the same organization for a very long time, mos t of them will be at the top of their pay scale which will result in excessive m anpower costs. 2. When certain employees leave, whose continuation of service would have n egatively impacted productivity and profitability of the company, the company is benefited. 3. New employees bring new ideas, approaches, abilities & attitudes which c an keep the organization from becoming stagnant. 4. There are also some people in the organization who have a negative and d emoralizing influence on the work culture and team spirit. This, in the long-ter

m, is detrimental to organizational health. 5. Desirable attrition also includes termination of employees with whom the organization does not want to continue a relationship. It benefits the organiza tion in the following ways: It removes bottleneck in the progress of the company It creates space for the entry of new talents It assists in evolving high performance teams

6. There are people who are not able to balance their performance as per ex pectations, lack potential for future or need disciplinary action. Furthermore, as the rewards are limited, business pressures do not allow the management to ov er-reward the performers, but when undesirable employees leave the company, the good employees can be given the share that they deserve. Some companies believe attrition in any form is bad for an organization for it m eans that a wrong choice was made at the beginning while recruiting. Even good a ttrition indicates loss as recruitment is a time consuming and costly affair. Th e only positive point is that the realization has initiated action that will lea d to cutting loss. RETENTION SUCCESS MANTRAS 1) Transparent Work Culture In todays fast paced business environments where employees are constantly strivi ng to achieve business goals under time restrictions; open minded and transparen t work culture plays a vital role in employee retention. Companies invest very many hours and monies in training and educating employees. These companies are severely affected when employees check out, especially in t he middle of some big company project or venture. Although employees most often prefer to stay with the same company and use their time and experience for perso nal growth and development, they leave mainly because of work related stress and dissatisfactions. More and more companies have now realized the importance of a healthy work cultu re and have a gamut of people management good practices for employees to have th at ideal fresh work-life. Closed doors work culture can serve as a deterrent to communication and trust within employees which are potential causes for work-rel ated apathy and frenzy. A transparent work environment can serve as one of the primary triggers to facil itate accountability, trust, communication, responsibility, pride and so on. It is believed that in a transparent work culture employees rigorously communicate with their peers and exchange ideas and thoughts before they are finally matured in to full-blown concepts. It induces responsibility among employees and accoun tability towards other peers, which gradually builds up trust and pride. More im portantly, transparency in work environment discourages work-politics which ofte n hinders company goals as employees start to advance their personal objectives at the expense of development of the company as a single entity. Employees comprise the most vital assets of the company. In a work place where e mployees are not able to use their full potential and not heard and valued, they are likely to leave because of stress and frustration. In a transparent environ ment while employees get a sense of achievement and belongingness from a healthy work environment, the company is benefited with a stronger, reliable work-force

harboring bright new ideas for its growth. 2) Quality of Work The success of any organization depends on how it attracts recruits, motivates, and retains its workforce. Organizations need to be more flexible so that they d evelop their talented workforce and gain their commitment. Thus, organizations a re required to retain employees by addressing their work life issues. The elements that are relevant to an individuals quality of work life include the task, the physical work environment, social environment within the organization , administrative system and relationship between life on and off the job. The basic objectives of a QWL program are improved working conditions for the em ployee and increase organizational effectiveness. Providing quality work life involves taking care of the following aspects: 1. Occupational health care: The safe work environment provides the basis f or the person to enjoy working. The work should not pose a health hazard for the person. The employer and employee, aware of their risks and rights, could achie ve a lot in their mutually beneficial dialogue. 2. Suitable working time: Organizations are offering flexible work options to their employees wherein employees enjoy flexi-timings for dedicating their ef forts at work. 3. Appropriate salary: The appropriate as well as attractive salary has alw ays been an important factor in retaining employees. Providing employees salary at par with the other counterparts of above that what competitors are paying mot ivates them to stick with the company for long. QWL consists of opportunities for active involvement in group working arrangemen ts or problem solving that are of mutual benefit to employees or employers, base d on labor management cooperation. People also conceive of QWL as a set of metho ds, such as autonomous work groups, job enrichment, and high-involvement aimed a t boosting the satisfaction and productivity of workers. It requires employee co mmitment to the organization and an environment in which this commitment can flo urish. Providing quality at work not only reduces attrition but also helps in reduced a bsenteeism and improved job satisfaction. Not only does QWL contribute to a comp any s ability to recruit quality people, but also it enhances a company s compet itiveness. Common beliefs support the contention that QWL will positively nurtur e amore flexible, loyal, and motivated workforce, which are essential in determi ning the company s competitiveness. 3) Supporting Employees Organizations these days want to protect their biggest and most valuable asset a nd they want to do this in a way that best suits their organizational culture. R etaining employees is a difficult task. Providing support to the employees acts as a mantra for retraining them. Employers can also support their employees by c reating an environment of trust and inculcating the organizational values into e mployees. The management can support employees directly or indirectly. Directly, they prov ide support in terms of personal crises, managing stress and personal developmen

t. Management can support employees, indirectly, in a number of ways as follows: 1. Manage employee turnover: Employee turnover affects the whole organizati on in terms of productivity. Managing the turnover, hence, becomes an important task. A proactive approach can be adopted to reduce attrition. Strategies should be framed in advance and implemented when the times arrives. Turnover costs sho uld also be taken into consideration while framing these strategies. 2. Become employer of choice: What makes a company an employer of choice? I s the benefit it offers or the compensation packages it gives away to its employ ees? Or is it measured in terms of how they value their employees or in terms of customer satisfaction? Becoming an employer of choice involves following a road map which tells where to go as a brand. 3. Engage the new recruits: The newly hired employees are said to be least engaged in the organization. Keeping them engaged is an important task. The fres h talent should be utilized to maximum before they start feeling bored in the or ganization. 4. Optimize employee engagement: An organizations productivity is measured n ot in terms of employee satisfaction but by employee engagement. Employees are s aid to be engaged when they show a positive attitude toward the organization and express a commitment to remain with the organization. Employee satisfaction als o comes with high engagement levels. So, organizations should aim to maximize th e engagement among employees. 5. Coaching and mentoring: Employees whose work performance suffers due to poor interpersonal relationships or because of lack of interpersonal skills shou ld be provided proper coaching by their superiors. Planed coaching sessions help an individual to work through issues, maximize his potential and return to peak performance. 4) Feedback Feedback acts as a channel of communication between the employee and his manager . The amount of information employees receive about how well or how poorly they have performed is what we call feedback. It is a dialog between a manager and an employee which acts as a way of sharing information about the performance. It s uggests where the employee performance is effective and where performance has to improve. Managers can provide either positive feedback or negative feedback to employees. This feedback helps the employee assess his performance and identify the improv ement areas. Positive feedback communicates managerial satisfaction. Positive recognition for good performance boosts up morale of employees and results in performance impro vement to a higher productivity level. It is believed that positive feedback is the only type of feedback that generates performance above the minimum acceptabl e level. Negative feedback obviously communicates managers dissatisfaction. However, negat ive feedback sometimes make employee to put more efforts to improve his performa nce. But such times are very rare. Moreover this improvement is short term. Some managers do not provide any kind of feedback to their employees. Due to no feedback, employees may assume that they are performing productively or they may feel that the manager is satisfied with their performance. Studies reveal the p

erformance tends be same or even decreases if no feedback is provided. Thus, feedback is necessary because: 1. It builds trust and enhances communication between manager and employee. 2. It gives managers and employees a way to identify and discuss skills and strengths. 3. Positive feedback leads to employee retention and motivation. 4. It helps in identifying performance areas that need improvement and spec ific ways to improve them. 5. It acts as an opportunity to enhance performance by identifying resource s for skill development. 6. It is an opportunity for managers and employees to assess and identify c areer and advancement opportunities. 7. It helps employees to understand the effectiveness of their performance and contributes to their overall knowledge about the work Managers have tendency to ignore good performances of their employees. Providing no feedback may de-motivate employees and may lead to employee absenteeism. Inp ut from managers side is necessary as it help employees to improve their performa nce and increase productivity. 5) Communication between Employee and Employer Communication is the solution to almost everything in this world. Same applies t o employee retention also. Straight-from-the-shoulder communication is what the employees need from their employers. Employees look for organizations where comm unication and process are transparent. Nothing is hidden and shared with the emp loyees. Communication is also the way to win the employees trust in the organiza tion. Employees trust the employers who are friendly and open to them. This trus t leads to employee loyalty and finally retention. Employers also feel that the immediate supervisors are the most authenticated and trusted source of informati on for them. So the organizations should hire managers who are active communicat ors. Communication mediums 1. Open door policy: Organizations should support open door policies so tha t the employees feel comfortable and are able to express their doubts and feelin g to their employers. 2. Frequent meetings and Social gatherings 3. Emails, Newsletters, Intranet and many more. So there should be effective communication across the organization & this commun ication should be two-way. Communication alone can lead to unimaginable heights of employee retention.

EMPLOYEES TURNOVER Employees turnover has always been a sensitive issue for all organizations. Calcu lating employee turnover rate is not that simple as it seems to be. No common fo rmula can be used by all the organizations. A formula had to be devised keeping in view the nature of the business and different job functions. Moreover, calcul ating attrition rate is not only about devising a mathematical formula. It also has to take into account the root of the problem by going back to the hiring sta ge.

Employees Turnover rate or Attrition rate means: In terms of numbers: Total number of resigns per month (whether voluntary or forced) divided by (Tota l Number of employees at the beginning or the month plus total number of new joi ners minus total number of resignations) multiplied by 100. If calculating in monetary terms, it includes the following: Costs Due to a Person Leaving 1. Calculate the cost of the person(s) who fills in while the position is v acant. Calculate the cost of lost productivity at a minimum of 50% of the persons compensation and benefits cost for each week the position is vacant, even if th ere are people performing the work. Calculate the lost productivity at 100% if t he position is completely vacant for any period of time. 2. Calculate the cost of conducting the exit interview to include the time of the person conducting the interview, the time of the person leaving, the admi nistrative costs of stopping payroll, benefit deductions, benefit enrollments. 3. Calculate the cost of the manager who has to understand what work remain s, and how to cover that work until a replacement is found. 4. Calculate the cost of training your company has invested in this employe e who is leaving. 5. Calculate the impact of departmental productivity because the person is leaving. Who will pick up the work, whose work will suffer, what departmental de adlines will not be met or delivered late. 6. Calculate the cost of lost knowledge, skills and contacts that the perso n who is leaving is taking with them out of your door. Use a formula 50& of the persons annual salary for one year of service, increasing each year of service by 10%. 7. Subtract the cost of the person who is leaving for the amount of time th e position is vacant. Recruitment costs 1. The cost of advertisements; agency costs; employee costs; Internet posti ng costs. 2. The cost of internal recruiters time to understand the position requireme nts, develop and implement a sourcing strategy, review candidates backgrounds, p repare for interviews, conduct interviews, prepare candidate assessments, conduc t reference checks, make the employment offer and notify unsuccessful candidates . This can range from a minimum of 30 hours to over 100 hours per position. 3. Calculate the cost of the various candidate pre-employment tests to help assess candidates skills, abilities, aptitude, attitude, values and behaviors. Training costs 1. Calculate the cost of orientation in terms of the new persons salary and the cost of the person who conducts the orientation. Also include the cost of or ientation materials. 2. Calculate the cost of departmental training as the actual development an

d delivery cost plus the cost of the salary of the new employee. Note that the c ost will be significantly higher for some positions such as sales representative s and call center agents who require 4-6 weeks or more of classroom training. 3. Calculate the cost of the person(s) who conduct the training.

4. Calculate the cost of various training materials needed including compan y or product manuals, computer or other technology equipment used in the deliver y of training. Lost productivity costs As the new employee is learning the new job, the company policies and practices, etc. they are not fully productive. Use the following guidelines to calculate t he cost of this lost productivity: 1. Upon completion of whatever training is provided, the employee is contri buting at a 25% productivity level for the first 2-4 weeks. The cost therefore i s 75% of the new employees full salary during that time period. 2. During weeks 5-12, the employee is contributing at a 50% productivity le vel. The cost is therefore 50% of full salary during that time period. 3. During weeks 13-20, the employee is contributing at a 75% productivity l evel. The cost is therefore 25% of full salary during that time period. 4. Calculate the cost of mistakes the new employee makes during this elonga ted indoctrination period. New Hire Costs 1. Calculate the cost of bring the new person on board including the cost t o put the person on the payroll, establish computer and security passwords and i dentification cards, telephone hookups, cost of establishing email accounts, or leasing other equipment such as cell phones, automobiles. 2. Calculate the cost of a managers time spent developing trust and building confidence in the new employees work. Lost Sales Costs 1. Calculate the revenue per employee by dividing total company revenue by the average number of employees in a given year. Whether an employee contributes directly or indirectly to the generation of revenue, their purpose is to provid e some defines set of responsibilities that are necessary to the generation of r evenue. Calculate the lost revenue by multiplying the number of weeks the positi on is vacant by the average weekly revenue per employee.

The cost of employees turnover or attrition is: (Total staff * employees turnover rate/attrition rate %) * (annual salary * 80%) The rule of thumb appears to be very inaccurate indeed and, while it depends upon the category of staff, it is probably better to estimate around 80% of salary as a truer rule of thumb- and this will be on the conservative side. What kind of strategies would be effective in producing the desired results of m aximum Employee Retention and minimum Employee Turnover? The answer is obvious. It s hould be the aim of each employee to keep his work force fully satisfied with no

room for disgruntlement. Retention of employees has become a primary concern in many organizations foe se veral reasons. As a practical matter, with lower turnover, every individual who is retained means one less person to have to recruit, selects, and trains. Also, the continuity employees who know their job, co-workers, organizational service s and products and firms customers enhance organizational and individual performa nce. One survey of supervisor and workers found that losing high performance mad e it more difficult for organizations to reach their business goals. Additional continuity of employees provides better Employee image for attracting and retainin g other individuals.

WAYS TO REDUCE EMPLOYEE TURNOVER Following are some of the ideas to reduce employee turnover: 1. Hire the best candidate.

2. Welcome new employees. Customize your induction program for new employee s according to the requirements. Same induction program can not be applied to al l the candidates. Make them feel welcomed. 3. Produce quality managers who can really manage employees well.

4. Provide employees with work schedules that are flexible enough to suit t heir needs. 5. Dont be too demanding. You re hiring human beings who have their own life and family commitments. Respect them. 6. Provide career counseling and development.

7. Discuss your future plans regarding the candidate with the candidate. Le t them know that the management is interested in retaining them and cares for th em. 8. Take proper feedback from employees regarding their grievances.

9. Remember your former employees. They can be helpful to you in future. It is also a part of employee retention.

FACTS ABOUT EMPLOYEE TURNOVER It is difficult to accept when organizations say they have zero attrition rates. Companies may have healthier turnover rates, however, there is no such thing as zero attrition. There are other such facts about turnover, about which most of us are not aware. Some of such facts have been highlighted below: 1. Turnover always happens: Companies who believe in zero attrition rates o nly fool themselves. This happens because employees keep on moving due to reason s like marriage or further education. Nothing can stop these employees from movi ng on. So, rather than achieving zero attrition companies should focus on identi fying whom they want to keep so that they have healthy attrition rate. 2. Some Turnover is Desirable: Zero attrition is not desirable mainly becau se of two reasons. Firstly, if all employees continue to stay in the same organi zation, most of them will be at the top of their pay scale which will result in excessive manpower costs. Secondly, new employees bring new ideas, approaches, a bilities & attitudes which can keep the organization from becoming stagnant. 3. Turnover includes costs: Turnover always includes some costs. Consider t he costs of replacing the key employee who falls in to the category of high perf ormers. This includes the costs of recruitment advertisement, referral bonuses, selection testing, training costs, etc. Moreover, turnover results in loss of ti me & efforts, low productivity, loss of morale, loss of knowledge and so on. 4. High salary doesnt work: Most managers assume that a high salary package is enough to keep employees loyal to their organization. Employees may face othe r problems like low job satisfaction, low engagement levels, no recognition, poo r working conditions, less support from superiors and so on. Salaries are not al ways the solution to attrition. Managers should try to identify the roots of the problem and then find a feasible solution. 5. The manager can reduce attrition: Managers should take primary responsib ility for retaining their employees. Much of the employees perception of job sati sfaction stems from the relationship they share with their immediate supervisor. Managers should try to support their subordinates and give proper feedback on p erformance. HR managers should work in collaboration to make the key employees l ast in their organization. 6. Reducing Turnover takes Commitment: Reducing turnover takes an investmen t in coaching, developing, motivating, mentoring & listening to people. There sh ould be universal acceptance of the goal of reducing turnover along with top man agement commitment and dedication.

CHAPTER-2 REVIEW OF LITREATURE

1. Research on The impact of the Health Insurance Portability and Accountability Act on Participant Recruitment and Retention Deidre D. Wipke-Tevis University of Missouri-Columbia Melissa A. Pickett University of Missouri-Columbia Recruiting and retaining an adequate sample is critical to the success of any re search project involving humans. Recent reports indicate that the Health Insuran ce Portability and Accountability Act (HIPAA) privacy rule has adversely affecte d research. Few resources are available to help researchers navigate the challen ges to recruitment and retention after HIPAA privacy rule implementation. This a rticle addresses obstacles to recruitment in prospective clinical research studi es related to the HIPAA privacy rule, as well as HIPAA-compliant strategies to e nhance recruitment and retention. Recruitment challenges discussed include evolv ing interpretations of the HIPAA regulations, inability to directly contact pote ntial participants, complexity of HIPAA-required documents, increased costs of r ecruitment, and an expanding administrative burden. Among the strategies address ed are preparatory research reviews, using clinical collaborators and staff liai sons, pre-screening potential participants, minimizing participant burden during the consent process, enhancing participant follow-up, facilitating recruitment for future studies, and streamlining compliance training for staff. 2. Research on Making Decisions in the Dark: Disconnects Between Retention Resear ch and Middle-Level Practice

Donald E. Larsen Woodring College of Education, Western Washington University, donald.larsen@wwu. edu Tariq T. Akmal Department of Teaching and Learning, College of Education, Washington State Univ ersity This study of grade-level advancement/retention policies and procedures in 10 sc hool districts shows how retention policy and procedure are disconnected from re tention research. Administrators and teachers experience ethical dilemmas when d istrict policy and prescribed practice collide with realities that underlie stud ent failure. However, acts of discretionary insubordination offer compromises. A s the study demonstrates when policy and research align and when educators ackno wledge that neither retention nor social promotion is acceptable, viable alterna tives and intervention programs can be explored.

3. Research on Effect of Paced and Unpaced Practice on Skill Application and Rete ntion: How Much Is Enough? Provalis Research University of Montral This study examined the relative benefits of mastery learning, overlearning, and fluency-building instructions for academic performance and long-term retention. College students enrolled in introductory quantitative methods classes (n = 168 ) were asked to practice every week with a computerized flash-card program until they attained various mastery criteria. The results confirmed that practicing u ntil mastery improved individual exam scores, group success rates, and long-term retention. Moreover, over learning provided additional benefits, especially in long-term retention. However, fluency-building instructions did not further incr ease academic achievement or long-term retention. Despite the alleged detrimenta l effects of drill and practice on motivation, a positive relationship was found between amount of practice and attitudes toward the course, the subject matter, and practice activities. 4. Research on The Role of Elaboration in the Comprehension and Retention of Pros e: A Critical Review. Lynne M. Reder Carnegie-Mellon University A review is given of recent research done in the area of prose comprehension, br oadly defined. Research in the areas of educational psychology, psychology, and artificial intelligence is represented, although no pretense is made that this r eview is complete. This review discusses work concerned with factors that affect amount of recall, with representations of text structures, and with use of worl d knowledge to aid comprehension. The need for more information processing model s of comprehension is stressed and an argument is made for the importance of ela boration to comprehension and retention. 5. Research on The Effect of Service Price Increases on Customer Retention. John Dawes Ehrenberg-Bass Institute, University of South Australia This study examines the impact of actual price increases on customer retention i

n a service context and how the effect of a price increase is moderated by both tenure and breadth of the customer s relationship. The study finds that tenure i s associated with lowered customer sensitivity to price increases as well as hav ing a favorable direct effect on customer retention rates. The study also finds that relationship breadth can exacerbate the adverse effect of price increases o n customer retention. The study represents a unique contribution to the service marketing literature, which to date reports little research examining the effect of actual price changes on consumer behavior. 6. Research on The Discrimination, Acquisition, and Retention of Aiming Movements Made with and without Elastic Resistance. David I. Anderson San Francisco State University, San Francisco, California Two experiments were conducted to compare the discrimination, acquisition, and r etention of movements made with and without elastic resistance. Using methods fr om psychophysics, Experiment 1 revealed that a discrete 800-mm movement could be discriminated equally precisely when it was performed with and without elastic resistance. Similarly, there was no difference in the spatial accuracy of a disc rete aiming movement made with and without elastic resistance when extended prac tice with knowledge of results (KR) was provided in Experiment 2. Contrary to ex pectation, when KR about the outcome of the movement was removed on a retention test given 24 h after practice, the accuracy of the movements made with elastic resistance declined much more rapidly than those made without resistance. These findings question the common assumption that elastic resistance is a desirable c haracteristic of a control mechanism. Actual or potential applications of this r esearch include the design of control mechanisms that facilitate performance und er a variety of task and environmental conditions. 7. Research on Retention under Chicagos High-Stakes Testing Program: Helpful, Harm ful, or Harmless? Melissa Roderick and Jenny Nagaoka University of Chicago In the mid-1990s, the Chicago Public Schools declared an end to social promotion and instituted promotional requirements based on standardized test scores in th e third, sixth, and eighth grades. This article examines the experience of third and sixth graders who were retained under Chicagos policy from 1997 to 2000. The authors examine the progress of these students for 2 years after they were reta ined and estimate the short-term effects of retention on reading achievement. St udents who were retained under Chicagos high-stakes testing policy continued to s truggle during their retained year and faced significantly increased rates of sp ecial education placement. Among third graders, there is no evidence that retent ion led to greater achievement growth 2 years after the promotional gate. Among sixth graders, there is evidence that retention was associated with lower achiev ement growth. The effects of retention were estimated by using a growth curve an alysis. Comparison groups were constructed by using variation across time in the administration of the policy, and by comparing the achievement growth of a grou p of low-achieving students who just missed passing the promotional cut-off to a comparison group of students who narrowly met the promotional cut-off at the en d of the summer. The robustness of the findings was tested using an instrumental variable approach to address selection effects in estimates.

CHAPTER-3 RESEARCH METHODOLOGY

PURPOSE OF THE STUDY To identify the various factors of voluntary leaving of the employees from the o rganisation and to know the retension strategies.

OBJECTIVES OF THE STUDY 1. To study the common reasons of employee voluntarily leaving from the org anization. 2. To suggest the strategies and steps for reducing turnover and improving retention. 3. 4. . To study efforts made by organization to retain employee. To study various career development programs offered by the organization

5. To study the impact of induction & training programs on retention of emp loyees. 6. To determine the organizational climate.

SCOPE OF THE STUDY 1. n. This study is confined to the Chandigarh region. 2. We are considering only the employees of the organizatio

RESEARCH DESIGN: The descriptive research design is adopted for this project.

 RESEARCH APPROACH: Research worker contacted the respondents personally with wel l-prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contract is used for survey, i.e., con tacting employees directly in order to collect data. SAMPLE SIZE: The study sample constitutes 100 respondents constituting in the re search area. SAMPLING AREA: Chandigarh SAMPLING DESIGN: Random sampling is used.

COLLECTION OF DATA: Most of the data collected is primary data through personal interview, where the researcher and the respondent operate face to face. RESEARCH INSTRUMENT: structured questionnaire.

STATISTICAL TOOLS: The statistical tools used for analyzing the data collected a re percentage method, chi square, bar diagrams and pie diagrams. ANALYSIS OF DATA: The data are collected through survey and books, reports, news papers and internet etc.

DATA ANALYSIS AND INTERPRETATION

DATA ANALYSIS & INTERPRETATION 1) Since how long are you working in this organization? a) Below 3 months ths c) Above 6months b) Between 3-6 mon

table no.1.1 Options Below 3 Between Above 6 Response months 25% 3-6 months months 25% 50%

Graph no.1.1

ANALYSIS: The response shows that most of the employees are working in this organization s ince past 3-6 months.

2) Are you satisfied with your current job? a) Yes c) Cant say table no.1.2 Options Response Yes 75% No 5% Cant say 30% b) No

Gr aph no. 1.2

ANALYSIS: The response shows that most of the employees are satisfied with their current j ob.

3) If no, why (please rank) a) Low salary b) No persona l life c) No growth opportunities d) Policies & procedu res not conductive e) Uneasy relationship with peers or managers f) Others If others please specify_______________________________________ Table no. 1.3 Options Response Low salary 10% No personal life 5% No growth opportunities 5% Policies and procedure not conductive 20% Uneasy relationship with peers or managers 10% Others 50% Graph no. 1.3

ANALYSIS: The response shows that the reason of dissatisfaction of employees is some other than above-mentioned reasons. But they also dont want to disclose the reason for the same. 4) Are you looking/ planning for any change? a) Yes c) Cant say b) No

table no. 1.4 Options Response Yes 10% No 70% Cant say 20%

Graph no. 1.4

ANALYSIS: The response shows that about 70% of employees are not planning for any change. It shows that they are satisfied with their job.

5) According to you what are the reasons of resigning from job? a) Low salary b) Bad employm ent practices c) Bad experience with peers d) Lucrative opportunities from other companies e) Lack of social life f) others If others please specify_______________________________________

Table no. 1.5 Options Response Low salary 5% Bad employment practices 12% Bad experience with peers Lucrative opportunities from other companies Lack of social life 8% Others 22%

53%

Graph no.1.5

ANALYSIS: The response shows that the main reason behind leaving the job is lucrative oppo rtunities from other companies. And the minor reason is lack of social life. And rest employees dont want to reveal the reasons for resigning the job.

6) Does organization takes initiative in retaining employees? a) Yes c) Cant say b) No

table no. 1.6 Options Response Yes 50% No 0% Cant say 50% Graph no. 1.6

ANALYSIS: The response shows that 50% of employees are in the favor of organization that t hey takes initiative to retain employees and rest 50 % cant say anything about re taining employees.

7) If yes what efforts do they make? a) Offer salary hike b) Offer training an d development programs. c) Offer a promotion d) provides flexible w ork hours e) Opportunities for international travel f) Provides assistance for pers onal problems g) Others If others please specify _______________________________________

Table no. 1.7 Options Response Offer salary hike 30% Offer T & D programme 15% Offer promotions 10% Provides flexible work hours 20% Opportunities for international level 0% Provides assistance for personal problems Others 0%

15%

Graph no.1.7 e

ANALYSIS:

The analysis shows that organization provides salary hike to its employees to re tain them.

8) How frequently you are been rewarded/ praised by your boss? a) Once in a month c) More than 3 months e) On achieving the targets b) Once in 2-3 months d) Never/Rare

table no. 1.8 Options Response Once in a month 20% Once in 2-3 months 0% More than 3 months 10% Never/Rare 20% On achieving the targets

50%

Graph no.1.8

ANALYSIS: The response shows that 20% of employees say that that they are either never or rare awarded/ praised by their boss. And 50% on achieving the targets.

9) Does the organization provide you with training programs if required? a) Yes c) Cant say b) No

table no. 1.9 Options Response Yes 60% No 40% Cant say 0 Graph no. 1.9

ANALYSIS:

About 60% employees say that they are provided with the training programs and 40 % say no that they are not provided with any training.

10) Do you find opportunity for direct communication with management? a) Yes b) No

table no.1.10 Options Response Yes 90% No 10%

Graph no. 1.10

ANALYSIS: About 90% of employees finds opportunity for direct communication with management and rest dont find it.

11) Does the organization give importance to physical fitness of an employee? a) Yes b) No

table no. 1.11 Options Response Yes 60% No 30% Cant say 10%

Graph no. 1.11

ANALYSIS: The response shows that 60% of employees say that organization give importance t o physical fitness of employees.

12) Does organization provide you career development programs? a) Yes c) Cant say b) No

table no. 1.12 Options Response Yes 60% No 20% Cant say 20% Graph n o. 1.12

ANALYSIS: About 60% response was in the favor of organization that they provide career dev elopment programs to them. And 20% of response was against the organization and rest 20% cant say anything about it.

13) According to you how much importance does organization gives to following? a) Work Standards on of employee b) Satisfacti

table no.1.13

Options Response Work standards 60% Satisfaction of employee

40%

Graph no.1.13 ANALYSIS: The response shows that much importance is given to work standards rather than s atisfaction of employees.

14) Do you find yourself comfortable with the organizational culture? a) Yes table no.1.14 Options Response Yes 80% No 10% b) No

Graph no. 1.14

ANALYSIS: The response shows that most of the employees find themselves comfortable with t he organizational culture.

15) Which of the following attributes does your organizational climate has? a) Openness ion c) Trust d) Autono b) Confrontat

my e) Proactive ation g) Collaboration ion h) Experimentat f) Authentic

table no. 1.15 Options Response Openness 15 Confrontation 5% Trust 35% Autonomy 5% Proactive 15% Authentication 5% Collaboration 5% Experimentation 15% Graph no.1.15 ANALYSIS: The response shows that the most common attribute found in the organizational cl imate is trust.

FINDINGS

FINDINGS 1. re: 2. 3. 4. According to analysis the main reasons for voluntarily leaving the job a Lucrative opportunities from other companies Bad employment practices Lack of social life Steps and strategies that should be taken to reduce attrition rate Provide lucrative opportunities within organization Implement good employment practices Try to create a healthy environment Provide attractive salary to its employees. The main cause for reduction in number of employees is resignation. Efforts made by organization to retain its employees are: Offer salary hike.

Offer training &development programs to employees. Offer recreational facilities. Provides assistance in case of personal problems. Offer a promotion.

5. Provides career development programs to retain as well as to motivate em ployees to work efficiently in the organization.

CONCLUSION

CONCLUSION As employees are the bases for company so retention of employees is a major focu s for HR department. The management should identify the important factors that a ffect retention and should take necessary measures to improve these. Also, the m anagement should take appropriate measure to identify the reasons of employee vo luntarily leave. It is only the employees that implement and give tangibility to the corporates mi ssion. In other words if it is the highest rung in the corporate hierarchy that has ideas, it is the employees rung that has the chisel to bring the vision to li fe. In the best of worlds, employees would love their jobs. Like their co-worker s, work hard for their employers, get paid well for their work, have ample chanc es of advancement and flexible schedules so they could attend to personal or fam ily needs when necessary. And never leave. But then theres the real world. And in the real world, employees, do, lea ve, either because they want more money, hate the working conditions, hate their co-workers, want a change, or because their spouse gets a dream job in another state. Unlike inanimate products and systems that subject themselves to fine tun ing without any reaction, employees would not subject themselves to any measure taken without reaction and analysis. Hence managing human resources, particularl y retaining them, is an art that calls for special skills and strategies. Employee survey and exit interviews can be used for assessing the reasons of emp loyee voluntarily leave. HR interventions such as improving selection process, e ffective orientation and training, better employee relation, better career devel opment programs and planning etc should be used to improve employee retention.

SUGGESTIONS

SUGGESTIONS 1. s: Following steps/ efforts should organization take to retain its employee Lucrative opportunities Implement good employment practices Maintain healthy organizational climate Proper training should be provided to employees according to their skills Proper salary structure should be there.

2. Need to restructure companys policy and follow certain process to overcom e problems. 3. Exit interview should be used for assessing the reason of voluntary leav ing of employees. 4. HR department should use improved selection process, effective orientati on and training, better employee relation, better career development programs an d planning etc should be used to improve employee retention.

LIMITATIONS

LIMITATIONS

1.First constraint has been geographical area, which is confined only to Chandi garh. 2.Normally employees hesitate to disclose the information.

ANNEXURE

QUESTIONNAIRE 1) Since how long are you working in this organization? a) Below 3 months ths c) Above 6months 2) Are you satisfied with your current job? a) Yes c) Cant say 3) If no, why (please rank) a) Low salary l life b) No persona b) Between 3-6 mon

b) No

c) No growth opportunities d) Policies & procedu res not conductive e) Uneasy relationship with peers or managers f) Others If others please specify_______________________________________ 4) Are you looking/ planning for any change? a) Yes c) Cant say 5) According to you what are the reasons of resigning from job? a) Low salary b) Bad employm ent practices c) Bad experience with peers d) Lucrative opportunities from other companies e) Lack of social life f) others If others please specify_______________________________________ 6) Does organization takes initiative in retaining employees? a) Yes c) Cant say 7) If yes what efforts do they make? a) Offer salary hike b) Offer training an d development programs. c) Offer a promotion d) provides flexible w ork hours e) Opportunities for international travel f) Provides assistance for pers onal problems g) Others If others please specify _______________________________________ 8) How frequently you are been rewarded/ praised by your boss? a) Once in a month b) Once in 2-3 months c) More than 3 months d) Never/Rare e) On achieving the targets b) No b) No

9) Does the organization provide you with training programs if required? a) Yes b) No c) Cant say 10) Do you find opportunity for direct communication with management? a) Yes b) No

11) Does the organization give importance to physical fitness of an employee? a) Yes b) No 12) Does organization provide you career development programs? a) Yes c) Cant say 13) According to you how much importance does organization gives to following? b) No

(Please rate 1-5) a) Work Standards ployee

b) Satisfaction of em

14) Do you find yourself comfortable with the organizational culture? a) Yes b) No 15) Which of the following attributes does your organizational climate has? a) Openness b) Confrontat ion c) Trust d) Autono my e) Proactive f) Authentic ation g) Collaboration h) Experimentat ion PERSONAL DETAILS NAME: AGE: GENDER: OCCUPATION:

LIST OF TABLES S.NO. No: No: 1 1.1 2 1.2 3 1.3 4 5 6 aining

TITLE

Table

Table showing how long the employees are working in the organization. Table showing weather they are satisfied with their current job . Table showing if they are not satisfied what is the reason behind that. Table showing are the employees looking or planning for change. 1.4 Table showing that what are the reasons of resigning from job. 1.5 Table showing that weather the organization is taking initiatives in ret employees or not. 1.6

7 Table showing the efforts made by organization to retain their employees . 1.7 8 Table showing the frequency of rewards that the employees are getting fr om their boss. 1.8 9 Table showing weather the organization is providing training programs to the employees or not. 1.9 10 Table showing the opportunity for employees for direct communication wit h management. 1.10 11 Table showing weather the organization is giving importance to physical fitness of an employee. 1.11 12 Table showing weather the organization is providing career growth to the employees or not. 1.12 13 Table showing how much importance is organization is giving to their emp loyees. 1.13 14 Table showing the comfortable level of the employees with the organizati on culture . 1.14

15 Table showing the various attributes that the employees organizational c ulture has.. 1.15

LIST OF GRAPHS S.NO. No: No: 1 1.1 2 1.2 3 1.3 4 5 6 aining

TITLE

Table

Table showing how long the employees are working in the organization. Table showing weather they are satisfied with their current job . Table showing if they are not satisfied what is the reason behind that. Table showing are the employees looking or planning for change. 1.4 Table showing that what are the reasons of resigning from job. 1.5 Table showing that weather the organization is taking initiatives in ret employees or not. 1.6

7 Table showing the efforts made by organization to retain their employees . 1.7 8 Table showing the frequency of rewards that the employees are getting fr om their boss. 1.8 9 Table showing weather the organization is providing training programs to the employees or not. 1.9 10 Table showing the opportunity for employees for direct communication wit h management. 1.10

11 Table fitness of an 12 Table employees or 13 Table loyees. 1.13 14 Table on culture . 15 Table ulture has..

showing weather the organization is giving importance to physical employee. 1.11 showing weather the organization is providing career growth to the not. 1.12 showing how much importance is organization is giving to their emp showing the comfortable level of the employees with the organizati 1.14 showing the various attributes that the employees organizational c 1.15

BIBLIOGRAPHY (A) BOOKS 1) Gupta Shashi K. & Joshi Rosy, Human Resource Management, Tata McGraw Hill, F ourth Revised & Enlarged Edition, 2007. (Page 20.9-20.14) 2) KOTHARI C.R., Research methodology, New Age Publishing House, Second Edition. (B) LINKS 1) http://epa.sagepub.com/cgi/content/abstract/27/4/309 2) http://erx.sagepub.com/cgi/content/abstract/21/6/423 (C) 1) 2) 3) WEBSITES www.google.com www.yahoo.com www.jomsagepub.com