Problem of Employees Retention in MCB

GROUP MEMBERS:

IRFAN KHA I! SAIRA I!BA MOHSIN I!BA M( IRFAN HARA)

MB""#$"# MB""#$%& MB""#$'% MB""#$*+

SUBMITED TO: Mr.AHSAN AHMAD

DEDICATION
Starting with the name of AL MIGHTY ALLAH the most beneficial and merciful. We as a grou and find out some ha!e been assigned a research ro"ect. We !isited the organi#ation roblems. Ho efull$ we will find our findings in the end of the ro"ect.%

TABLE OF CONTENTS
1.0 Background of organization. . !.0 Introduction to t"#

organization. .0 % %.0 % &.0 A'$tract fro( )ont#*tua+ artic+# Ar#a of D#finition$ of

r#t#ntion

r#$#arc"

& ,.0 . ..0 . 3.0 .10 3.0.1 D#$cri4ti1# 0#$#arc" /it#ratur# -ro'+#(

Stat#(#nt

0#1i#2

d#$ign

r#$#arc"10 3.0.! E*4+orator5

r#$#arc"10

3.0.

0#$#arc"

M#t"odo+og5.11 3.0.% T"#or#tica+ frame

work..11 3.0.& H54ot"#$i$ ..1! 3.0., Sa(4+ing 1 10.0 )onc+u$ion ..1% 11.0 0#f#r#nc#$ ..1& 1!.0 .1. 1!.0.1 6u#$tion$ 1. A44#ndi*

1.0 Background to the organization:

M&' 'an( Limited) with more than *+ $ears of e, erience as one of the leading ban(s in -a(istan) was incor orated on .ul$ / in 0/12. The ban( has "ourne$ed remar(able

tenure of more than half a centur$ of com etiti!el$ edged and well ositioned heights of success b$ de lo$ing 3ualit$ ban(ing) heads on technological de!elo ments) rofessionall$ leading management and rudent and ethical wor( methodologies. M&' was nationali#ed along with other ri!ate ban(s in 0/21 as art of Go!ernment of -a(istan4s economic reform mo!ement and was later ri!ati#ed to 5ishat Grou lead consortium in 0//0.Since ri!ati#ation) M&'4s growth has been henomenal. Toda$) M&' in one of the largest foreign ban(s in Sri Lan(a) the first ban( in -a(istan to launch Global 6e ositor$ 7ecei ts 8G679 in :++*. It has strategic foreign artnershi with Ma$ ban( of Mala$sia which holds :+; shares in M&' through its wholl$ owned subsidiar$ Ma$ban International Trust 8Labuan9 'erhad since :++<) has international indirect regional resence in 6ubai 8=A>9) 'ahrain) A#erbai"an) Hong ?ong and Sri Lan(a and ser!ing through a domestic networ( of o!er 0)0@+ branches and *++ ATMs across -a(istan with a customer base of 1.A million 8a r,.9

We are doing ro"ect one of the branch of M&' located at sadar) 7awal indi. It has been wor(ing since last 0+ $ear and la$s an im ortant art to generate rofit.

2.0 Introduction to the organization

M&' is re uted as one of the soundest financial institution and as one of the leading ban(s in -a(istan with a de osit base of -?7. 1*: billions 8a e,9 and total assets in -?7 *+A billions 8a e,9. The ban( is !ersed as one of the oldest and most res onsible ban(s in -a(istan and has international mar(et. la$ed i!otal role in re resenting the countr$ on global latforms while being one of the few institutions that are recogni#ed and traded in the

3.0 Area of research

We met with staff and manager of M&' and discussed what currentl$ issues and roblems the$ are facing. The$ told us about some issues but we ic(ed one issue that the$ ha!e been facing since two $ears and that is BC >M-LDY>> 7>5T>5TID5 BC .Manager of M&' told us >m lo$ees lea!e our organi#ation and mo!e to another organi#ation. After all discussion we decided to find out solution of this roblem with our research ro"ect.

4.0 Define Retention: Retention

The condition of retaining 8(ee ing9 something.

Definition s! of "m#$o%ee Retention:

>m lo$ee retention is the fraction of em lo$ees sta$ing in an organi#ation in the gi!en eriod of time. It also states that the retention rate must be ade3uate in all im ortant of "ob categories.

According to 8-hili s and &onnell9 :++@9

>m lo$ee retention is the number of e,isting em lo$ees (ee or sta$ with their "obs o!er a fi,ed eriod of time is (nown as em lo$ees retention. It further suggests that the retention olic$ should also focus on retaining the high erformers and talented em lo$ees or losing the losers and (ee ing the (ee ers. According to 8.ennifer A.

carsen 9 :++A9
>m lo$ee retention means sto ing eo le from lea!ing in the organi#ation.

>m lo$ee retention is all about B(ee ing good eo le. Getting our com ensation and benefits into line with the mar(et lace. ItCs got to do with our culture and how we treat eo le.

According to 8.. Leslie Mc?eon 9

&.0 'onte(t of research

We read a -a(istani article losing $our best talent) em lo$ee retention the dilemma of te,tile industr$ a case of te,tile sector. In this article the$ discussed these ?e$words: >m lo$ee 7etention) &areer -ath) >m lo$ee In!ol!ement) and Te,tile Sector -a(istan. There &onclusion and 6iscussion are as follow. all com anies of an$ si#e are struggling in these da$s that how the$ could retain their em lo$ees from lea!ing e,isting "obs for more mone$ or for the better o ortunit$. It is obser!ed that those em lo$ees who left their organi#ations for more a$) when as(ed to tell the reasons wh$ the$ 3uit) the$ rate a$ at fifth or si,th lace in their riorities. The leading reasons are culture) recognition) en!ironment) olicies of the organi#ation and the relationshi with com an$ and coEwor(ers. So for those organi#ations who are struggling of retaining em lo$ees the$ must understand the re3uirements of the em lo$ees and the factors discussed abo!e. This could hel them in retaining their best talent with them for their long run success. In this stud$ we discussed the com ensation) career ath and wor(ing en!ironment effecting retention of the em lo$ees. We conclude that career ath is most !aluable factor that em lo$ees loo( for) to wor( in the organi#ation.

This article is wriiten b$ Dr. )adeem *ohai$ 8-rinci al) &ollege of &ommerce) G& =ni!ersit$ Faisalabad) -a(istan9 A%sha +uneer 87esearch Scholar) Su erior =ni!ersit$ Lahore) -a(istan9

,asir -an.eer 8Lecturer) &ollege of &ommerce) G& =ni!ersit$ Faisalabad) -a(istan9 /ussain -ari0 8Lecturer) &ollege of &ommerce) G& =ni!ersit$ Faisalabad) -a(istan.

1.0 2ro3$em statement

4Retention of the em#$o%ees in the Bank and reduction of the em#$o%ee turno.er rate%.

5.0 6iterature Re.iew

This article relates em lo$ee retention and de!elo ment) so our discussion is about s(illed wor(ers retention b$ coating different authors and economists. As economic en!ironment of global world changes dramaticall$ and it continuousl$ changes with in time. The economic de!elo ment) technological change due to inno!ation and de!elo ment) de!elo ing the com etiti!e edge and maintain global ressure against com etition is !ital for an$ com again 8'ur(e and 5g :++*9) At least all these things are done through s(ilful em lo$ees. To sustain in global com etition and antici ate with technological de!elo ment) it is im ortant to ha!e and retained s(illed em lo$ees which ha!e their role in de!elo ment rocess because it is (e$ for com anies to be economicall$ com etiti!e 8Hiltro :++A9. This article e, lains about s(illed wor(ers in organi#ation and 3uestionnaire was administrated to @1/ em lo$ees and 00 em lo$ees were inter!iewed. According to

statistical results which was made b$ 3uestionnaire that new generation em lo$ees out dut$ wor( do not want traditional career within the same com an$ in the same e,tent As their older colleagues and ha!e greater choice in ursuing career across com anies. It ma(es clear that com anies would li(e to retain s(illed full wor(ers. To losing those em lo$ees means to lose in!estment in those em lo$ees. It is great ris( for com anies for losing confidential information to com etitors when s(illed wor(ers are lea!ing the com an$. 8Fran( et. al) :++1G wal(er :++09. >m lo$eeCs retention is ro!en to be im ortant for ro er functioning. -re!ious

research has indicated that different factors that ha!e affected on em lo$ees retention. A first !ital indicator for em lo$eeCs retention is their organi#ational commitment 8&urtis and Wright :++09. The em lo$ees ha!ing strong identification with the organi#ation are high sense of commitment factors) sense of membershi ) lo$alt$ with ob"ecti!es) !alue s$stems and sincere to wor( hard are indicators of strong commitment. 8Writs and Wright :++0) .*+9. Se!eral studies in research field indicates that relationshi between turno!er and "ob satisfaction and found negati!e relationshi 8Tre!or) :++09) means these em lo$ees which are not satisfied) the$ want to lea!e and it increase the turno!er rate. 8Wal(er :++09 indicated se!en factors that can enhance retention I. II. III. IH. H. HI. HII. &om ensation and a reciation -ro!ision of challenging wor( &hanges to romote and to learn In!itational atmos here 'alance life -ositi!e relation Good communication

These Se!en deri!ational guides how to retain em lo$ees in the organi#ation. Integration and ersonal ad!ertisement as a art of managerCs em owerment) enrichment and challenges are good for retention 8'irtet. al. :++19. In this article an a discussed. H7M has its dut$ to retain highl$ s(illed and otential em lo$ees and it has (e$ riorit$ 86ibble :+++9. The literature reviewed that potential employees has multiple characteristics, intellectual skill to solve conflicts, socialization and proactive (e.g. Conner 2000; om!ardo and "ichinger 2000; pepermans et.al. 200#; snipes 200$%. &"'trinsically motivated !ehavior includes actions that are performed to ac(uire material or social rewards or to avoid punishment; the source of the motivation is the conse(uences of the !ehavior) (*aniel and +etcalf 200$. . Drgani#ations need to reali#e that em lo$ee benefits are of high concern to their wor(force and a !er$ emotional sub"ect. The management of an organi#ation should stri!e to ro!ide the ma,imum benefits ac(age as feasible to their em lo$ees. reciati!e learning and wor(ing climate has been

,onus pay can !e used as a tool for retention of employees. This issue was investigated -ashimoto and he tried to find out the impact of !onus pay and !asic pay ,.ccording to section //, !onuses are very important part of compensation packages in various 0.1. industries. 2n order to retain employees and keep them motivated, different firms design their compensation packages composed of two parts i.e. ,asic pay and !onus pay.

'onus a$ is used to enhance roducti!it$ as firms design bonus olic$ in such a wa$ that the most efficient em lo$ees are able to get ma,imum ad!antage. This not onl$ encourages the efficient em lo$ees but also encourages the less efficient em lo$ees to erform more efficientl$ to get more reward. Howe!er most of the em irical researchers

are unable to find the correlation between com an$ erformance and the e,ecuti!e a$ including annual bonuses.

6ifferent theories suggest that the rigid basic a$ lus fle,ible bonus a$ can hel the organi#ation to reduce turno!er. According to these theories the mone$ la$s a !ital role in the moti!ation of the em lo$ees. Therefore the$ suggest moti!ating the em lo$ees b$ offering them handsome amount of salar$ and some bonuses eriodicall$ as well. Howe!er different em irical studies fail to find out an$ correlation between organi#ations erformance and e,ecuti!e a$ including bonus a$. According to these studies there is no relationshi there are two The hallmar( of the successful organi#ations is committed em lo$ees. &ommitted em lo$ees are more moti!ated and are e, ected to enhance the erform more efficientl$ and roducti!it$ of the firm. The committed em lo$ees concentrate on the art in increasing the between the erformance of the com an$ and the reward structure 8 Huntsman ) masson ) Mee(s ) and Hirsche$ :++*9. In these studies

3ualit$ to increase the customer satisfaction and it is ultimatel$ beneficial for the organi#ation. In this manner the committed em lo$ees ta(e rofitabilit$ of the organi#ation. These (inds of em lo$ees are the silent resources of the organi#ation. These em lo$ees are !er$ im ortant asset of the organi#ation and organi#ation ne!er want to lose such em lo$ees 8Wal(er Information Global networ() :++09.

5.1.0 7aria3$es
In this stud$) we ha!e used three inde endent !ariablesI Su er!isor Su ort

Wor(ing >n!ironment 7eward Structure

7.1.1

*82"R7I*9R *8229R-

Dne of the most im ortant factors that ha!e im act on retention is the relationshi between a wor(er and a su er!isor. Su er!isors are the human face% of an organi#ation. According to >isenberger and associates 80//+9) a wor(erCs !iew of the organi#ation is strongl$ influenced b$ their relationshi with their su er!isor. '$ ha!ing su ort) wor(ers are less li(el$ to lea!e an organi#ation and be more engaged b$ ha!ing good relationshi and o en communication with the su er!isor 8Greenhaus) 0/<29. Su er!isors interact as a lin( to ractice a lications among stated goals and ort in managing both

e, ectations. '$ harmoni#ing the com eting demands) the$ su em lo$ee will see( to an$ other o su er!isor su bosses) not "obs 8Dntario) :++19. 5.1.2 :9R; ")7IR9)+")-

inside and outside the wor( en!ironment. If the relationshi does not e,ceed then ortunit$ for new em lo$ment and !ice !ersa. The ort is so essential to retention that it can be said that em lo$ees lea!e

5umerous studies ha!e attem ted to e, lain wor( en!ironment in !arious areas such as for e,am le em lo$ee turno!er 8Martin 0/2/9) "ob satisfaction 8Iaffaldano J Muchins($) 0/<A9) em lo$ee turno!er) "ob in!ol!ement and organi#ational commitment 8S"Kberg J S!er(e :+++9. Wor( en!ironment is one of the factors that affect em lo$eeCs decision to sta$ with the organi#ation 8Le$tinoglu J 6enton) :++A9.

H$tter 8:++<9 anal$#ed that wor( en!ironment has commonl$ been discussed b$ industrial ers ecti!e) i.e. with a focus on h$sical as ects such as) hea!$ lifts) noise) e, osure to to,ic substances etc. The interesting art isG characteristics of wor( en!ironment !ar$ in ser!ices sector as com are to roduction sector because it has to interact with the clientsMconsumers 85ormann 0/<*9.. -s$cho social wor( en!ironment includes su ort) wor( load) demands) decision latitude) stressors 7.1.3 R":ARD*

The term BrewardC is discussed fre3uentl$ in the literature as something that the organi#ation gi!es to the em lo$ees in res onse of their contributions and erformance and also something which is desired b$ the em lo$ees 8Agarwal) 0//<9. A reward can be e,trinsic or intrinsic it can be a cash reward such as bounces or it can be recognition such as naming a wor(er em lo$ee of the month) and at other times a reward refers to a tangible incenti!e) reward is the thing that an organi#ation gi!es to the em lo$ee in res onse of their contribution or erformance so that the em lo$ees become moti!ated for future ositi!e beha!ior. In a cor orate en!ironment rewards can ta(e se!eral forms. It includes) cash bonuses) recognition awards) free merchandise and free tri s. It is !er$ im ortant that the rewards ha!e a lasting im ression on the em lo$ee and it will continue to substantiate the em lo$eeCs erce tion that the$ are !alued 8Silbert) :++A9.

<.0 Research Design

8.0.1 Descriptive research:

In our research

ro"ect we ha!e choose an organi#ation named Muslim &ommercial

ban( and it has a roblem of em lo$ee retention. So) in order to sol!e this roblem we ha!e done research in order to get some meaningful results and also want to (now the causes of ma(ing this organi#ation less !aluable in the e$e of the em lo$ee and also we wor(ed to find that how a roblem will sol!e in an organi#ation

8.0.2 Expl rat r! research:

In our research we ha!e used rimar$ as well as secondar$ research in order to sol!e our research roblem. For secondar$ research we ha!e used articles) "ournals) web and some boo(s in which em lo$ee retention has been briefl$ discussed. According to nature of our research roblem and we ha!e find some !ariables from re!ious literature out of the four !ariables are that which has been discussed b$ most of the researchers are "ob commitment) "ob stress) retention of em lo$ees) and award structure. We ha!e also used rimar$ research as one to one inter!iew in order to (now the e,act situation re!ailing in the organi#ation to (now the real cause of the roblem

<.0.3 -/"9RA-I'A6 =RA+":9R;

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Employee retention

Retention ,e-.ni/0es Su44ort Su4#r1i$or 7orking En1iron(#nt 0#2ard Structur#

<.0.4 +ethodo$og%
This Section resents that) how we wor(ed and researched for the ur ose of im ro!ing the retention olicies.Here is discussed the sam le selection rocedure) the research model and other staticall$ tool and techni3ues to (now that how se!eral ban(s can retain its em lo$ees) in 7awal indiMIslamabad. Here is also described that how the research wor( is im lemented and how to be (now about the im ortant findings. In our research we have used qualitative technique because qualitative research proved to be reliable as compare to quantitative technique. In order to do our research we went in the elected organization and according to our research criteria we have selected 6 employees as our sample size and ask answers of framed questions that will be briefly discus in findings. The people to whom we asked questions are:

Branch +anager Age

Atif Hussiam 1A $ear

Nualification >, erience 9#eration +anager Age Nualification >, erience 9#eration 9fficer Age Nualification >, erience =oreign Remittance Age Nualification >, erience Business De.e$o#ment 9fficer Age Nualification >, erience cash 9fficer Age Nualification

A&MA 0A $ear e, erience in different ban( 5asir Mehmood @A $ear ''A < $ear e, erience in different ban(s ?amran Lafar :1 $ear M'A : $ear e, erience in M&' Hafsa Hamid @+$ear M'AMMS * $ear e, erience in different organi#ation 5ageed ?han :* ''AMM'A 1 $ear e, erience Wa"id Hussain :1 '.&DM

>, erience

A Month in ban(

We have distributed our questionnaire before one week of interview then we have taken interview from the members at that day we fi ed a time with the manager and after two days we held a meeting with him.

<.0.& /,29-/"*I*
/1: Increased su#er.isor has significant im#act on higher em#$o%ee retention. /2: -here is a negati.e re$ationshi# 3etween >o3 stress and organizationa$ #roducti.it%. /3: ?ood working en.ironment has #ositi.e significant im#act on em#$o%ee retention /4: Increased rewards resu$ts into higher em#$o%ee retention. .

8.0." SA#$LIN%:
For an$ (ind of research there must be at least a sam le si#e of :A+ eo le. As this is a one semester ro"ect we cannot inter!iew the :A+ eo le and also we are unable to stud$ A) * organi#ations. For our sa(e of con!enience we chose almost si, em lo$ees out of 0+ for our inter!iew in the organi#ation. The criterion we chose for our res ondents is e, erience) nature of .ob) Higher le!el management etc. The reason behind is that these eo le are easil$ a!ailable to us for the inter!iew and the$ also ha!e as much e, erience to answer our 3uestions. As our research is about em lo$ee retention) these eo le can easil$ answer us .

Dur research is a 3ualitati!e research in which we had to ta(e inter!iews. We ha!e ta(en inter!iews from all those members which we had choose as a sam le. -robabilit$ of getting the O!e and E!e results is A+;.

a. =indings
7.1 =I)DI)?* =9R /,29-/"*I* @1 The h$ othesis H0 ro osed that Su er!isor su ort correlates ositi!el$ with ort in the organi#ation ort all em lo$ees em lo$ee retention which means higher the su er!isor su then this roblem can be sol!e. 7.2 =I)DI)?* =9R /,29-/"*I* @2 The h$ othesis H: ro osed that "ob stress correlates negati!el$ with organi#ational roducti!it$ which means higher the "ob stress in the organi#ation lower will be the organi#ational roducti!it$. So "ob stress should be remo!ed to sol!e the roblem.

higher will be the em lo$ee retention. All staff told us if Manager Su

5.3 =I)DI)?* 9= /,29-/"*I* @3

The h$ othesis H@ ro osed that wor(ing en!ironment correlates ositi!el$ with em lo$ee retention which means good wor(ing en!ironment in the organi#ation has ositi!e significant im act on the em lo$ee retention. We got information from ban( em lo$ees if the en!ironment of the ban( become comfortable then the em lo$ee can wor( freel$. 5.4 =I)DI)?* 9= /,29-/"*I* @4

The h$ othesis H1 ro osed that rewards correlates ositi!el$ with em lo$ee retention which means higher the rewards in the organi#ation higher will be the em lo$ee retention. 'an( em lo$ees ha!e a roblem the$ are not getting more reward and ri#es.

A.0 :'onc$usionI
Main focus of this stud$ is to find the factors that lead to em lo$ee retention. '$ reading different articles and the data which is a!ailable to us in the current situation we ha!e found different !ariables regarding em lo$ee retention and de!elo ed a h$ othesis 7esearch sa$s that most of the em lo$ees lea!e an organi#ation out of frustration and constant friction with their su eriors or other team members. In some cases low salar$) lac( of growth ros ects and moti!ation com el an em lo$ee to loo( for a change. The management must tr$ its le!el best to retain those em lo$ees who are reall$ im ortant for the s$stem and are (nown to be effecti!e contributors. It is the res onsibilit$ of the line managers as well as the management to ensure that the em lo$ees are satisfied with their roles and res onsibilities and the "ob is offering them a new challenge and learning e!er$ da$ The resent stud$ and research wor( is based on the theoretical framewor( on the roducti!it$. >m lo$ee 7etention is de endent u on three

effect of retention techni3ues such as "ob stress) reward structure and "ob commitment affect on organi#ational !ariablesI 7eward structure) "ob stress and "ob commitment. Means of all !ariables ha!e been com ared with one another. It has been obser!ed that "ob stress is the strongest !ariable amongst the others. This means that "ob stress has the greatest im act on em lo$ee erformance which leads to enhance roducti!it$ of or In the resent stud$ our h$ othesis on "ob commitment was found to be ositi!el$ associated with em lo$ee retention and organi#ational roducti!it$.

In

resent stud$ our h$ othesis on reward structure was found to be

ositi!el$

associated with em lo$ee retention and organi#ational roducti!it$ So at the end we would li(e to conclude that if the$ want to increase their rofits the$ ha!e to gi!e their em lo$ees ro er ar(ing area which also hel s them to differentiate their organi#ation and the$ must ha!e to a$ good amount to their em lo$ees which is the best source of retaining em lo$ees. And we would also suggest that the$ should gi!e a formal training to their em lo$eeCs at least one or two times s ecial in communication s(ills because it will also groom n olish them.

10.0 Reference
IM-A&T DF H=MA5 7>SD=7&> MA5AG>M>5T 8H7M9 -7A&TI&>S D5 >M-LDY>>S 7>T>5TID5 Muhammad A#har Shei(h WusatEulENamar Fariha I3bal Searching forI >m lo$ee 7etentionI Drgani#ational and -ersonal -ers ecti!es A!ailable atI htt IMMwww.inc.comMguidesM:+0+M+1Mem lo$ee retention.html Searching forI >m lo$ment 'onuses and Labor Turno!er A!ailable atI htt IMMwww."stor.orgMstableM:A@1/01 Searching for I Le!el of Drgani#ational &ommitment A!ailable atI htt IMMwww."stor.orgMstableM:22*2//@

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Lombardo) M.) J >ichinger) 7. 8:+++9. BBHigh 7esource Management) @A8:9) :AP@0. Management) @/819) @:0P@:/.

otentialsCC as high learners. Human

Martin) 6a!id &. and ?athr$n M. 'artol 80//<9) Q-erformance A S$stem >ffecti!eness)Q -ublic -erE sonnel Management. :2. ::@E:@+ -e ermans) 7.) Hloeberghs) 6.) J -er(isas) '. 8:++@9. High oliciesI an em irical

raisalI Maintaining

otential identification

-e itone) .ames 8:++*9. ?nowledge Leadershi I .obSatisfaction.% -e itone Worldwide)White -a er. Accessed 5o!ember :A) :++*. From rediction of !oluntar$ turno!er. Academ$ of Management .ournal) 11819) *:0P*@/.

Sni es) .. 8:++A9. Identif$ing and culti!ating highE otential em lo$ees. &hief Learning Dfficer Maga#ine) Statha(o oulos) Hlasis 80//*9) QSales Force &ontrolI A S$ntheE sis of Three Theories)Q .ournal of -ersonal Selling J Sales Management) :* 8S ring9) 0E0:. Sterne) .im. 8:++*9. You 6onCt Ha!e To 'e Ama#on.com To Target Your >mails.% Target Mar(eting) Dctober :++*.stud$ among 'elgian com anies. .ournal of Management 6e!elo ment) ::8<9) **+P2<. Teegarden) .im and 'ob ?ro(. 8:++*9. &reate &ustomer Lo$alt$ and Im ro!e Your'ottom Line.% Hal ers -erformance -artners) White -a er. Tett) 7. -.) J Me$er) .. -. 8:++@9. .ob satisfaction) organi#ational commitment) turno!er intention)

11.0 A##endi(:

Inter.iew *chedu$e
?ender: BBBBBBBBBBBBBBBBBBB Age: BBBBBBBBBBBBBBBBBBBBBB "ducationa$ Cua$ification: BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB 2ast "(#erience: BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB 6atest 2osition /e$d: BBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBBB

A.0.1 Cuestions to 3e Asked in Inter.iew

0EWhat is $our o inion about em lo$ee retentionS :EWhat roblems are $ou ha!ing with su er!isorS @E>, lain the reward structure of $our organi#ationS 1EWould $ou tell us wor(ing en!ironment of $our organi#ationS AEWhat does $our manager do for $ou that $ou a *EWhat disa oints $ouS reciateS

2EWhat do $ou thin( that affects the most in retaining the customerS <EWhat are some creati!e wa$s manager can ma(e $ou eager to sta$ and e, and hereS

/EHow can im ro!e the wor(ing en!ironment of the organi#ationS 0+EWhat $ou thin( manager should do for em lo$ee retentionS

C u e s t i o n n i a r e

)A+": 'ontact )o.

+ark -ick! the a##ro#riate answer from the o#tions gi.en 3e$ow:

A1. 'an we know a3out %our age #$easeD 1! 21@30 %ears 2! 31@40 %ears 3! 41@&0 %ears 4! A3o.e &0 ,ears

A2. :hat is %our ?enderD 1! +a$e 2! =ema$e

2ur#ose: -o determine the #erformance of +a$e E =ema$e staff in 3anks.

A3. :ou$d %ou #$ease $et us known a3out %our highest $e.e$ of educationD

09 :9 @9

Intermediate Bache$or +asters

19 +. 2hi$ A9 2hD *9 9thers A4. 2$ease $et us know a3out %our income $e.e$D

1! 10000 to 20000 2! 21000 to 30000 3! 31000 to 3<000 4! 3A000 to 42000 &! 43000 to &0000 1! A3o.e &1000 2ur#ose: -o determine the 3eha.ior of #roducti.it% according to retention #o$icies for the em#$o%ee of the 3ank.

R1:@ 'an attracti.e and incenti.e 3ased retention #o$icies enhance the #roducti.it% of %our organizationD

a! *trong$% Agree 3! Agree

c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine if the retention #o$icies are ha.ing an effect on em#$o%ee #erformance affecting the 0ua$it% of work of em#$o%ees.

R2:@ 'an the 3est em#$o%ees enhance the #roducti.it% $e.e$ of organizationD

a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree 2ur#ose: @ It shows a3out the effect of #roducti.it% direct$% inf$uences on reward structure

R3:@ Is %our reward structure is affected if #roducti.it% of organization is increased or decreasedD

a! *trong$% Agree 3! Agree

c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine if the em#$o%eeFs o.era$$ moti.ationa$ $e.e$s and wi$$ingness to #roduce resu$ts is affected 3% retention #o$icies.

R4:@

Does organizationa$ #roducti.it% de.e$o#s >o3 satisfaction and >o3 $o%a$t%

amongst its em#$o%eesD a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree 2ur#ose: -o determine if em#$o%ees fee$ that the organization is concerned with the $ong term we$fare and future of the em#$o%ees and #ro.ides the chances of growth.

R*1:@ Do %ou think that %our 3ank is concerned with the future career 3ui$ding of the em#$o%eesD

a! *trong$% Agree 3! Agree

c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine if em#$o%ees fee$ that the organization gi.es com#etiti.e 3enefits or not.

R*2:@ Does %our 3ank has 'om#etiti.e 3enefitsD a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree 2ur#ose: -o determine weather the sa$ariesGwages em#$o%ees recei.e is #ro#ortionate to the num3er e(tra hours the% #ut in at work each month.

R*3:@ Does sa$ar% #ackage inf$uence em#$o%eesF #erformanceD

a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree

e! Disagree

2ur#ose: -o determine if em#$o%ees fee$ that the% are right$% com#ensated for the num3er of hours the% #ut in at work.

R*4:@ Are %ou satisfied with %our #a% according to no of hour that %ou ha.e workedD

a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree H'1:@ Do %ou think that the >o3 commitment of em#$o%ees the is im#ortant for the organizationD a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine weather the em#$o%ees are gi.en a chance to o work in different wa%s and to 3e inno.ati.e and efficient.

H'2:@ Are %ou moti.ated to de.e$o# new and more efficient wa%s to do %our workD a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine weather the organization gi.es due recognition and rewards to the em#$o%ees who ha.e accom#$ished their work on a high note. H'3:@ Do %ou think that %ou are working with %our great effort to accom#$ish the organizationa$ goa$sD

a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine the re$ationshi# among #eerG#eo#$e whom em#$o%ees work with and the 3eha.ior of the management.

H'4:@ Are %ou satisfied that %ou are 3eing treated with res#ect 3% management and coworkersD

a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree 2ur#ose: -o determine if higher management has created an effecti.eI comforta3$e and o#en working en.ironment for the em#$o%ees. H'&:@Do %ou 3e$ie.e that +'B Bank is #ro.iding f$e(i3$e and comforta3$e work en.ironmentD

a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine the im#ortance of work@$ife 3a$ance for the em#$o%ees of the 3ank. H*1:@ Do %ou think that organizations shou$d make #o$icies kee#ing in .iew the im#ortance of em#$o%eeFs work@$ife 3a$anceD

a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine whether the em#$o%ees #h%sica$ fitness in re$ation with the >o3. H*2:@ D9 %ou a3$e to get enough s$ee#I e(ercise and hea$th% food for re$easing stress factorD a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -he fo$$owing 0uestion wi$$ determine if the num3er of hours the em#$o%eeFs work for are a3o.e their desired $e.e$.

H*3:@ . Do %ou want to s#end more hours than %ou wou$d $ike at workD

a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree 2ur#ose: -o determine if the work of the em#$o%ees a$$ows them am#$e chance to s#end time with their fami$ies and $o.ed ones.

:4:@ . Do %ou ha.e e(tra work 3urden during >o3 in refreshment acti.itiesD a! *trong$% Agree 3! Agree c! )eutra$ d! *trong$% Disagree e! Disagree

2ur#ose: -o determine whether the retention #o$icies are the ma>or reason for em#$o%eeFs turno.er.

-hank ,ou =or ,our 2recious -ime