Employee Retention

Program of
Robi Axiata Limited

Report on Employee Retention

Program of
Robi Axiata Limited
Supervised By:
Mohammad Kaosar Ahmed
Faculty Member & Supervisor
Department of MBA Program
INTERNATIONAL ISLAMIC UNIVERSITY,
DHAKA CAMPUS

Submitted by:
Md. Hassan Howlader
Batch No: 38(D), Metric No: M112825
Program: MBA, (MAJOR IN HRM)
Date of submission: June, 13th 2012

INTERNATIONAL ISLAMIC UNIVERSITY

DHAKA CAMPUS

Letter of Transmittal
20th June, 2012
To,
Course Instructor
Mohammad Kaosar Ahmed
Faculty Member & Supervisor
Department of MBA Program
INTERNATIONAL ISLAMIC UNIVERSITY, DHAKA CAMPUS

Subject: Submission of the internship report.

Dear Sir,
With due respect and honor I am an intern of yours, would like to formally submit my
internship report on Employee Retention Program of Robi Axiata Limited.
As you will go through this report, you will find out lots of data flows, diagrams,
charts and so many supportive documents that will surely help you to understand
about the real scenario of the HR Operations in Robi. I tried my best to work sincerely
to cover all aspects regarding the topic.
Finally, I want to say that I am very glad to have such a new topic to prepare and
submit this internship report. Further more if you have any sort of query about this
report

please

contact

with

me

masumbd_87@yahoo.com.
Sincerely yours,
Md. Hassan Howlader
Batch No: 38(D), Metric No: M112825
Program: MBA, (MAJOR IN HRM)

on

01721738302

or

e-mail

at

Letter of Endorsement
The Internship Report entitled has been submitted to the Office of Placement &
Alumni, in partial fulfillment of the requirements for the degree of Bachelor of
Business Administration, Major in Human Resource Management on 24th July,
2011 by Md. Hassan Howlader, Batch No: 38(D), Metric No: M112825, Program:
MBA, (MAJOR IN HRM). This internship report has been accepted and may be
presented to the Internship Defense Committee for evaluation.
(Any opinions, suggestions made in this report are entirely that of the author of the
report. The University does not condone nor reject any of these opinions or
suggestions).

______________________

Mohammad Kaosar Ahmed

Internship Supervisor

Students Declaration
The undersigned certifies that the work presented here was done by Md. Hassan
Howlader, Batch No: 38(D), Metric No: M112825, Program: MBA, (MAJOR IN
HRM), INTERNATIONAL ISLAMIC UNIVERSITY and that as to the style and
context, the report is suitable for submission as the report for BBA program. The
declaration is the provided information is not copied from the any other report.

________________________________________

Md. Hassan Howlader

Batch No: 38(D), Metric No: M112825, Program: MBA, (MAJOR IN HRM)

Acknowledgement

The internship program is very helpful to bridge the gap between the theoretical
knowledge and real life experience as part of Bachelor of Business Administration
(BBA) program. This internship report has been designed to have a practical
experience through the theoretical understanding.
It is my privilege that, I had the opportunity to do internship in Robi Axiata
Bangladesh Ltd from 13th March, 2011 to 13th June, 2011 in HR Operation Division
for 3 month periods. I was also sent to training program for two weeks in Human
Resource Division under the Supervision of Ms. Sharmin Sultan, Resourcing
Manager of Human Resource Division. I would like to thank all the people with
whom I carry out my internship.
I would like to express my deep gratitude to my academic supervisor Ms. Tasnuva
Rahman, Senior Lecturer, Faculty of Business Administration, Eastern University for
giving me the opportunity to prepare the internship report and also for giving me
enormous support, courage, opportunity and all sorts of motivation. Without her help,
it was quite impossible for me to complete this task in the meantime.
I express my deep gratefulness to Ms. Sharmin Sultan, Resourcing Manager, HRD
for give me the opportunity for three months internship program. Also I express my
deep gratefulness to all employees of Human Resource Division (HRD) for
cooperate me to collect various information from different sources & help me to
complete this internship report.

Executive Summary
Employee retention, most desirable employees, is a key challenge in organizations
today. Knowing what makes employees unhappy is half the battle when you think
about employee work satisfaction, morale, positive motivation, and retention. If

employees feel safe, they will tell you whats on their minds. Your work culture must
foster trust for successful two-way communication. Competitive salary, competitive
vacation and holidays, and tuition reimbursement are three basics in employee
retention.
Employee Retention involves taking measures to encourage employees to remain the
organization for the maximum period of time. Corporate is facing a lot of problems 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 organizations which are
looking for such employees. If a person is not satisfied by the job hes doing, he may
switch over to some other more suitable job. In todays environment it becomes very
important for organizations to retain their employees.
Robi Axiata Limited is a dynamic and leading countrywide GSM (Global System for
Mobile Communications) communication solution provider. It is a joint venture
company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC,
Japan. On 28th March, 2010 the company started its new journey with the brand
name Robi. This name has been chosen by a panel of higher management of Robi and
by the renowned persons of Bangladesh. As NTT DOCOMO INC is from the land of
rising sun Japan, they have advised to initiate a name, which narrate the meaning of
sun. Ultimately the panel selects the brand name Robi. After the joint venture, Robi
faces enormous transformation in operation, human resource and policy etc. As
an intern of Robi I have observe various transformation in my unit which I have
pointed out those key changes in this report.
In this research paper, I have provided qualitative and quantitative research on
Employee Retention of Robi. I have discussed & worked out with theoretical reviews
of HR Operations and policies that are made regarding employee retention.
This internship report is on the Employee Retention program of Robi. This report is
designed in four major chapters. Initially the opening words about the report were
described in the first segment titled Introduction. The next segment Overview of
Robi contains the history of Robi, operations in Bangladesh, product offerings and
recent activities briefly.
Next two chapters are described based on my job experience and the project. In
chapter three, I have briefly described the key responsibilities, duties and
involvements as an intern in Human Resource unit. Also, I have attached the key

responsibilities while I was sent on training for two weeks program in HR

Transformation Project.
Next Chapter, there I have described technological and statistical both kinds of
approach regarding employee retention that already taken place in Robi HR
Operations.
At the end, I have found some critical problems of those changes and I have given
recommendations from my experience in Robi.

Table of content
TOPIC

PAGE

Chapter One
1. Introduction .......................
. ...........

1.1 Introduction ...................... 1

1.2 Background of the study

... 3

1.3 Objective of the Study . ......... 4

1.4 Scope of Report .......... 5
1.5 Methodology ........... 5
1.6 Data Collection ........... 5
1.7 Limitations .......... 6

Chapter Two
2. Literature Review
................................................................................7
2.1 Definition- Employee Retention ....... 8
2.2 How to retain employees................................. . 8
2.3 How to improve employee retention........................................................................10
2.4 Importance of retention program..............................................................................12
Chapter Three
3. Company
Overview........
15
3.1 About Robi .......... 16
3.2 Share holding Structure ......... 17
3.3 Objectives of Robi .......... 18
3.4 Vision, Mission & theme of Robi ......... 18
3.5 Re-Branding and Brand Elements of Robi .. ....... 19
3.6 Current market scenario and increase in Profit of Robi......... 21
3.7 Divisions of Robi ........ 23
3.8 Hierarchy of Robi ....... 24
3.9 Hierarchy of Robi HR Division.. 25

Chapter Four (Project Part)

4. Employee Retention Program of Robi...
26

4.1Human Resource Division of Robi........................................................................

27
4.2 Importance of Retention program of Robi................................................................ 29
4.3 Employee Retention Strategies of Robi..................................................................... 30
4.4 Development of Retention Strategies in Robi............................................................
31
4.5 Measures of Robis Success regarding employee retention (Quantitative Part)......... 32
4.5.1 Benefits..............................................................................................................
32
4.5.2 Strategies........................................................................................................... 33
4.5.3 Organizational Culture.......................................................................................34
4.5.4 Personal Satisfaction..........................................................................................35
4.5.5 Career Plans.......................................................................................................36

4.6 Key Findings: Employee Retention Rate of

Robi............................................37
Chapter Five
5. Recommendations &
Conclusion...................................................................................
...38

5.1 Suggestions &

Recommendations..................................................................39
5.2
Conclusion......................................................................................................40
5.3 References & Bibliography............................................................................41
Chapter Six
6. Appendix ....
............42

6.1 Questionnaire..................................................................................................43
6.2 List of
Tables...................................................................................................44

Chapter 1
Introduction

1.1. Introduction
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization most valued assets- the people working there who
individually and collectively contribute to the achievement of the objectives of the
business. The terms human resource management and human resources (HR)
have largely replace the term `personnel management as descriptions the processes
involved in managing people in organizations. In simple sense, HRM means
employing

people,

developing

their

resources,

utilizing,

maintaining

and

compensating their services in tune with the job and organizational requirement.
The ability to keep employees within an organization is called as Employee Retention.
In a competitive market, best practices for retaining top talent include offering a
stimulating work environment, flexible career options, an excellent benefit package,
and a culture that values staff contributions.
Before going to Retention, lets discuss the reason why companies are being keen on
retention. As there are plenty of opportunities for todays people tend to move from
one organization to another organization for various reasons and even the companies
try to pull people from their competitors and this leads to ATTRITION. Attrition is
defined as the rate at which people move out from organizations. The attrition rate is
observed to be high in todays scenario and is becoming quite expensive for the
organizations and time consuming as the position vacant must be filled up. Hence
companies are planning and implementing various strategies to retain their
employees.

The process of retaining particular thing within us is called retention. In organizations,

the process of retaining the best employees within the organization and not letting
them off the organization is known as retention.
Human resource management in a modern term that emerges during 1970s. Its use
gradually spread, and in 1989, the American society for personnel & Administration
voted to change its name to the Society for Human Resource Management. Since
Human Resources are an organizations most important asset, All manger should be
vitally conceded with human source management.
The Human Resources Management (HRM) function includes a variety of activities,
and key among them is deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs, recruiting and training
the best employees, ensuring they are high performers, dealing with performances
issues, and ensuring your personnel and management practices conform to various
regulations. Activities also include managing your approach to employee benefits and
compensation, employee records and personnel policies. These policies are often in
the form of employee manuals, which all employees have.
Human resource management is starting to make a leading role in the industry or
organization. Business leaders recognize the importance of their employees to the
future of their organizations. Compensation in world markets is becoming based on
the skills and abilities of people, not machines, indeed, among major competitors;
virtually everyone has essentially the same equipment. The difference is often what
the people in the organization do with the equipment.
Society and economy have changed significantly during the twentieth century. The
trend has got significance and will impact on the labor force as it enters the twenty
first century. Corporations recognize the importance of human resource. Firms can
better utilize skills and talents of their employees, resulting business benefit from
better human resource management. Therefore proper practice of HRM can create
visionary leadership for its top management positions.

1.2Background of the Study

This report is an internship report prepared as a partial fulfillment of requirement for
the completion of the MBA (Masters in Business Administration) from Islamic
International University Chittagong, Dhaka Campus. The primary goal of the

internship was to provide an on the job exposure to the student and an opportunity
for translation of theoretical conceptions in real life situation. We, the students, were
placed in national and international enterprises, organizations, research institutions as
well as development projects.
I was assigned to the HR Operation Division of Robi Axiata Bangladesh Ltd. for
Practical orientation I was sent to Human Resource Division in a project under the
supervision of Sharmin Sultan, Resourcing Manager, Human Resource Division, for
two weeks training program. I chose the topic Employee Retention Program of
Robi Axiata Limited. For my internship report under the supervision of
Mohammad Kaosar Ahmed, Faculty Member & Supervisor ,Department of
MBA Program,

INTERNATIONAL ISLAMIC UNIVERSITY, DHAKA

CAMPUS.
This report has been prepared on my practical experiences from 13th March, 2011 to
13th June, 2011 in Robi Axiata Bangladesh Ltd.
International Islamic University Chittagong (IIUC) has decided that each and every
student of the MBA program has to prepare and submit a `Thesis Report.
It is expected from the students that besides theoretical knowledge, they should have
practical, hands on knowledge and field work, which will enhance their learning by
providing a great opportunity to achieve a very comprehensive and complete learning.
Therefore, I have chosen to work on `Employee Retention Program of Robi Axiata
Limited. Hence, this study report is the outcome of an academic need as well as
practical knowledge. It has been possible to complete this report with the much
needed help and guidance from my supervisor.

1.3 Objectives of the study

Broad Objective:
To identify the employee retention program of Robi Axiata Limited.
Specific Objectives:
The objectives of this report are the followings:

To know about the Human Resources Division in Robi Axiata Limited.

To understand Importance of Retention program in Robi Axiata Limited.
To know the current retention strategies approached by Robi Axiata
Limited.
Identify areas of development in Retention strategies in Robi Axiata Limited
To locate the current employee retention rate so far in Robi Axiata Limited.

1.4 Scope of Report

The report covers overall HR Operations activities and procedures of the Axiata
Bangladesh Ltd. (Robi). This report specifically emphasizes on the changes happened
in HR Operation after transforming from Aktel to Robi from 28th March, 2010-28th
March, 2011.

1.5

Methodology

(Qualitative

Research

&

Quantitative Research)
To make the report more meaningful and presentable, two sources of data and
information were used widely. Both primary and secondary data sources were used to
prepare this report. There are some records collected from various resources of the
company. Most of them can be treated as the secondary data. Furthermore, there were
some presentations that have been used as a medium of collecting data for preparing
this report.
Primary data that are mainly used are from different persons directly related to HR
Operations functions of Robi. The secondary data are mainly collected through
different journals, yearbooks, brand book, presentations slides, websites (Robi) and
etc.

1.6 Data Collection

Both the primary and secondary forms of data are used to make the report more
valuable and informative.
The details of these sources are gives below:
Primary Sources
Discussion with the officers working in the HR Operations of Robi.
Personal Observation, practical work experience.

Secondary Sources
Brochure, brand book, yearbook of Robi and Robi portal.
Various books, articles, Newspaper etc.
Websites of the Robi and other telecommunication related webs.
Newspapers and magazines regarding telecom issues.
Employee Handbook of Robi.

1.7 Limitations
Finally, I want to talk about my limitations that I had to face during the completion of
the report. On the way of preparing of this report, I have faced following problems
that may be termed as the limitation of the study.
Only three months are not enough to understand the overall operations of a
large company like Robi.
Some sensitive data and confidential information for obvious reason posed an
obstacle to the practical orientation that could be very much useful which were
not disclosed to the intern.
Non-availability of data and information that are more recent on different
activities of Robi was a great difficulty to depict the actual and up-to-date
business position of the Company.
The officials were too busy to provide me much time for interview.
Many of the analysis on the obtained data are based upon my own
interpretation.
Lack of statistical data makes my report harder to prepare.

Chapter 2
Literature
Review

2.1. Definition-Employee Retention

Employee retention refers to the ability of an organization to retain its employees.
Employee retention can be represented by a simple statistic (for example, a retention
rate of 80% usually indicates that an organization kept 80% of its employees in a
given period). However, many consider employee retention as relating to the efforts
by which employers attempt to retain employees in their workforce. In this sense,
retention becomes the strategies rather than the outcome.
In a Business setting, the goal of employers is usually to decrease employee turnover,
thereby decreasing training costs, recruitment costs and loss of talent and
organizational knowledge. By implementing lessons learned from key organizational
behavior concepts employers can improve retention rates and decrease the associated
costs of high turnover. However, this isn't always the case. Employers can seek
"positive turnover" whereby they aim to maintain only those employees who they
consider to be high performers.
(http://en.wikipedia.org/wiki/Employee_retention)
Employee retention refers to the various policies and practices which let the
employees stick to an organization for a longer period of time. Every organization
invests time and money to groom a new joinee, make him a corporate ready
material and bring him at par with the existing employees. The organization is
completely at loss when the employees leave their job once they are fully trained.
Employee retention takes into account the various measures taken so that an
individual stays in an organization for the maximum period of time.
(http://www.managementstudyguide.com/employee-retention.htm)

2.2 Employee Retention How to Retain Employees

Hiring employees is just a start to creating a strong work force. Next, you have to
keep them. High employee turnover costs business owners in time and productivity.
Try these tactics to retain your employees.

Offer a competitive benefits package that fits your employees needs.

Providing health insurance, life insurance and a retirement-savings plan is
essential in retaining employees. But other perks, such as flextime and the
option of telecommuting, go a long way to show employees you are willing to
accommodate their outside lives.
Provide some small perks. Free bagels on Fridays and dry-cleaning pickup
and delivery may seem insignificant to you, but if they help employees better
manage their lives, theyll appreciate it and may be more likely to stick
around.
Use contests and incentives to help keep workers motivated and feeling
rewarded. Done right, these kinds of programs can keep employees focused
and excited about their jobs.
Conducts stay interviews. In addition to performing exit interviews to
learn why employees are leaving, consider asking longer-tenured employees
why they stay. Ask questions such as: Why did you come to work here? Why
have you stayed? What would make you leave? And what are your
nonnegotiable issues? What about your managers? What would you change or
improve? Then use that information to strengthen your employee-retention
strategies.
Promote from within whenever possible. And give employees a clear path of
advancement. Employees will become frustrated and may stop trying if they
see no clear future for themselves at your company.
Foster employee development. This could be training to learn a new job skill
or tuition reimbursement to help further your employees education.
Create open communication between employees and management. Hold
regular meetings in which employees can offer ideas and ask questions. Have

an open-door policy that encourages employees to speak frankly with their

managers without fear of repercussion.
Get managers involved. Require your managers to spend time coaching
employees, helping good performers move to new positions and minimizing
poor performance.
Communicate your businesss mission. Feeling connected to the
organizations goals is one way to keep employees mentally and emotionally
tied to your company.
Offer financial rewards. Consider offering stock options or other financial
awards for employees who meet performance goals and stay for a
predetermined time period, say, three or five years. Also, provide meaningful
annual raises. Nothing dashes employee enthusiasm more than a paltry raise.
If you can afford it, give more to your top performers. Or, if you dont want to
be stuck with large permanent increases, create a bonus structure where
employees can earn an annual bonus if they meet pre-specified performance
goals.
Make sure employees know what you expect of them. It may seem basic,
but often in small companies, employees have a wide breadth of
responsibilities. If they dont know exactly what their jobs entail and what you
need from them, they cant perform up to standard, and morale can begin to
dip.
Hire a human-resources professional. If your company is nearing 100
employees, consider hiring a human-resources director to oversee and
streamline your employee structure and processes. Putting one person in
charge of managing employee benefits, perks, reviews and related tasks takes
a huge load off of you and makes sure employees are treated fairly. HR
managers are also more up to date on employment laws and trends. They can
set up various programs and perks you may not have known existed.
(http://guides.wsj.com/small-business/hiring-and-managing-employees/howto-retain-employees/)

2.3 How to Improve Employee Retention (Articles)

As the economy revives, companies with dis-satisfied employees will experience a
swift exodus of their top talent. Here's how to keep your staff engaged and happy.

In a down economy, employees have fewer opportunities to take a job at another

company, but entrepreneurs would be remiss to take their fingers off the pulse of
company morale simply because employees have fewer options. "Companies that
don't think about [employee retention], that basically rest on their laurels and think
'the economy will take care of us, where are they going to go?' Those are the
companies that, as soon as the labor market picks back up, their turnover rates are
going to go from 5 percent to 50 percent and it will happen overnight," says Mark
Murphy, author of The Deadly Sins of Employee Retention and CEO of Leadership
IQ, a Washington D.C.-based executive education firm.
So what's one of the biggest reasons people quit their jobs? "One of the major reasons
is being dissatisfied with their supervisor," says Linda Argote, a professor of
organizational behavior at Carnegie Mellon and editor-in-chief of Organization
Science. And in the cramped confines of a small business, that relationship can create
even more of a strain. "In bigger companies there are more opportunities to move to
other jobs if you're dissatisfied with a particular supervisor but like the firm, whereas
smaller companies may have fewer options so they run the risk of losing the
employee," Argote adds.
How to Improve Employee Retention: Motivation is not enough
Bonuses, vacation days, office parties, and many of the tools in a business owner's
arsenal revolve around rewarding employees for a job well done and motivating them
to produce similarly stunning results in the future. But Murphy says that leaders who
dole out these types of perks are only focusing on half of the picture.
There are "two issues generally going on with employees at any given time: there are
'shoves,' things that de-motivate people, and then there are 'tugs,' the things that
motivate you, that tug at you to stay at the organization," he says. While these factors
will differ for every employee, leaders often make the mistake of focusing on the
motivators without adequately considering what rubs people the wrong way.
Dig Deeper: Recruiting and Retention Secrets of Inc. 500 Alumni
How to Improve Employee Retention: Keeping the Employee Satisfied
Even if you resolve to be more attuned to employee likes and dislikes, it can be
difficult to ascertain what drives your employees especially when their motives differ
from your own.
In the last 10 years, as CEO of Engage Direct Mail, Dennis Hoffman learned the hard
way that "I never know what's inside people's heads. I used to assume everybody's

ambitious because I'm ambitious and that everybody's motivated by money because
I'm motivated by money, and I've learned through painful experience that that's not
the case."
Despite Hoffman's self-professed learning curve, his company actually has a stellar
retention rate for its 130 employees. Engage has a 90-day trial period during which
they evaluate whether new hires are good fits for the company. During that time their
retention rate is about 77 percent and afterwards it is over 95 percent, which is about
as good as you can get. After all, "zero percent turnovers is not a thing to aim for,"
Murphy explains. You want to retain your high performers and strong matches and
gracefully part ways with your worst performers.
Dig Deeper: Attracting Top Tech People to a Small City
How to Improve Employee Retention: Attracting the Right Candidates
Over the years, Engage has implemented a number of policies that serve the dual
purpose of attracting potential employees and keeping current ones passionate and
committed. Here are a handful of examples:

Engage gives hiring priority to people who live near the office because they
believe that long commutes are detrimental to work-life balance.

Instead of a traditional vacation policy, the company lets employees take time
off from a leave bank, in which they can accumulate as many as 60 days off to
use as they see fit. This policy has helped with employee retention,
particularly by making it easier for female employees starting families to take
time off and ultimately return to work.

During the hiring process, Engage administers the DISC Personality test,
which charts the four characteristics, drive, influence, steadiness, and
compliance, to build personality profiles for new hires. All employees' test
results are public knowledge, which Hoffman feels helps people understand
one another and get along.

By setting quarterly goals with rewards attached, such as iPods for the whole
team or a trip to a nice restaurant, Engage can encourage employees beyond
the competitive and potentially divisive realm of salary bonuses. The group
nature of these rewards is important, says Hoffman, because "somebody who

is not motivated by getting an iPod knows that other people in his or her group
are and doesn't want to let them down."
In addition to spurring employees to productivity, this team structure can make them
happier in the workplace. Argote says, "Theres evidence that being in cohesive work
groups where members like each other reduces turnover."
Dig Deeper: Share the Perks

2.4 Importance of Retention Program

Employee Retention refers to the techniques employed by the management to help the
employees stay with the organization for a longer period of time. Employee retention
strategies go a long way in motivating the employees so that they stick to the
organization for the maximum time and contribute effectively. Sincere efforts must be
taken to ensure growth and learning for the employees in their current assignments
and for them to enjoy their work.
Employee retention has become a major concern for corporate in the current scenario.
Individuals once being trained have a tendency to move to other organizations for
better prospects. Lucrative salary, comfortable timings, better ambience, growth
prospects are some of the factors which prompt an employee to look for a change.
Whenever a talented employee expresses his willingness to move on, it is the
responsibility of the management and the human resource team to intervene
immediately and find out the exact reasons leading to the decision.
Need & Importance of Employee Retention

Hiring is not an easy process: The HR Professional shortlists few individuals

from a large pool of talent, conducts preliminary interviews and eventually
forwards it to the respective line managers who further grill them to judge
whether they are fit for the organization or not. Recruiting the right candidate
is a time consuming process.

An organization invests time and money in grooming an individual and

make him ready to work and understand the corporate culture: A new
joinee is completely raw and the management really has to work hard to train
him for his overall development. It is a complete wastage of time and money
when an individual leaves an organization all of a sudden. The HR has to start

the recruitment process all over again for the same vacancy; a mere
duplication of work. Finding a right employee for an organization is a tedious
job and all efforts simply go waste when the employee leaves.

When an individual resigns from his present organization, it is more likely

that he would join the competitors: In such cases, employees tend to take all
the strategies, policies from the current organization to the new one.
Individuals take all the important data, information and statistics to their new
organization and in some cases even leak the secrets of the previous
organization. To avoid such cases, it is essential that the new joinee is made to
sign a document which stops him from passing on any information even if he
leaves the organization. Strict policy should be made which prevents the
employees to join the competitors. This is an effective way to retain the
employees.

The employees working for a longer period of time are more familiar with
the companys policies, guidelines and thus they adjust better: They
perform better than individuals who change jobs frequently. Employees who
spend a considerable time in an organization know the organization in and out
and thus are in a position to contribute effectively.

Every individual needs time to adjust with others: One needs time to know
his team members well, be friendly with them and eventually trust them.
Organizations are always benefited when the employees are compatible with
each other and discuss things among themselves to come out with something
beneficial for all. When a new individual replaces an existing employee,
adjustment problems crop up. Individuals find it really difficult to establish a
comfort level with the other person. After striking a rapport with an existing
employee, it is a challenge for the employees to adjust with someone new and
most importantly trust him. It is a human tendency to compare a new joinee
with the previous employees and always find faults in him.

It has been observed that individuals sticking to an organization for a

longer span are more loyal towards the management and the
organization: They enjoy all kinds of benefits from the organization and as a
result are more attached to it. They hardly badmouth their organization and

always think in favor of the management. For them the organization comes
first and all other things later.

It is essential for the organization to retain the valuable employees

showing potential: Every organization needs hardworking and talented
employees who can really come out with something creative and different. No
organization can survive if all the top performers quit. It is essential for the
organization to retain those employees who really work hard and are
indispensable for the system.

The management must understand the difference between a valuable employee and an
employee who doesnt contribute much to the organization. Sincere efforts must be
made to encourage the employees so that they stay happy in the current organization
and do not look for a change.
(http://www.managementstudyguide.com/importance-of-employeeretention.htm)

Chapter 3
Company
Overview

3.1 About Robi Axiata Limited

Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM
communication solution provider. It is a joint venture company between Axiata
Group Berhad, Malaysia and NTT DOCOMO INC, Japan. Axiata (Bangladesh)
Limited, formerly known as Telekom Malaysia International (Bangladesh),
commenced its operation in 1997 under Aktel among the pioneer GSM mobile
telecommunications service providers in Bangladesh. Later, on 28th March, 2010 the
company started its new journey with the brand name Robi.
Robi is truly a people-oriented brand of Bangladesh. Robi, the people's champion, is
there for the people of Bangladesh, where they want and the way they want. Having,
the local tradition at its core, Robi marches ahead with innovation and creativity.
To ensure leading-edge technology, Robi has the international expertise of Axiata and
NTT DOCOMO INC. It supports 2G voice, CAMEL phase 2 and GPRS/EDGE
service with high speed internet connectivity. Its GSM service is based on a robust
network architecture and cutting edge technology such as Intelligent Network (IN),
which provides peace-of-mind solutions in terms of voice clarity, extensive
nationwide network coverage and multiple global partners for international roaming.
It has the widest International Roaming coverage in Bangladesh connecting 553
operators across 207 countries. Its the customer centric solution includes value added
services (VAS), quality customer care, easy access call center, digital network security
and flexible tariff rates.
With its strengths and competencies developed over the years, Robi aims to provide
the best quality service experience in terms of coverage and connectivity to its
customers all over Bangladesh. Together with its unique ability to develop local
insights, Robi creates distinct services with local flavor to remain close to the hearts
of its customers.

3.2 Share Holding Structure of Robi

Axiata (Bangladesh) Limited is a Joint Venture company between Axiata Group
Berhad (70%) and NTT DOCOMO INC. (30%).
SHAREHOLDERS
Axiata Group Berhad
NTT DOCOMO INC.
Fig (3.1): Share holding percentage

PERCENTAGE
70%
30%

Axiata Group Berhad

Axiata is an emerging leader in Asian telecommunications with significant presence in
Malaysia, Indonesia, Sri Lanka, Bangladesh and Cambodia. In addition, the
Malaysian grown holding company has strategic mobile and non-mobile
telecommunications operations and investments in India, Singapore, Iran, Pakistan
and Thailand. Axiata Group Berhad, including its subsidiaries and associates, has
approximately 50 million mobile subscribers in Asia, and is listed on Malaysias stock
exchange (Bursa Malaysia).
NTT DOCOMO INC.
NTT DOCOMO INC is the world's leading mobile communications company and the
largest mobile communications company in Japan. DOCOMO serves over 53 million
customers, including 44 million people subscribing to FOMA, launched as the
world's first 3G mobile service based on W-CDMA in 2001. DOCOMO also offers a
wide variety of leading-edge mobile multimedia services, including i-mode, the
world's most popular mobile e-mail/Internet service, used by 48 million people. With
the addition of credit-card and other e-wallet functions, DOCOMO mobile phones
have become highly versatile tools for daily life. With cutting edge technology and
innovative services, DOCOMO is fast becoming a preferred lifestyle choice,
continuously expanding its role in its users lives, growing globally throughout Asia,
Europe and North America. NTT DOCOMO INC is listed on the Tokyo (9437),
London (NDCM) and New York (DCM) stock exchanges.

3.3 Objectives of Robi

EMPOWERING YOU is the basic objective of Robi. Robi is there for people,
where they want and in the way they want, in order to help them develop, grow and
make the most of their lives through Robis services. Also Robis objective depends
on some specific principles.
Principles
Axiata (Bangladesh) Limited employees hold themselves accountable to the following
guiding Principles for the organization.
Emotional: Passionate, Creative, Respectful, and Open
Functional: Simple, Ethical, Transparent, Ownership
No matter what they do in order to realize their purpose, they hold themselves
accountable to the following overarching guiding Principles for their organization:
Being respectful towards everyone.
Being trustworthy by action. Being passionate and creative in all we do.
Keeping things simple in the way we do things.
Being ethical and transparent.
Demonstrating individual and collective ownership.
Practicing an open culture in communication and interaction.

3.4 Vision, Mission of Robi

Vision
To be a leader as a Telecommunication Service Provider in Bangladesh
Mission
Robi aims to achieve its vision through being number one not only in terms of
market share, but also by being an employer of choice with up-to-date knowledge and
products geared to address the ever changing needs of our budding nation.

3.5 Rebranding and Brand Elements of Robi

Re-Branding
Robi is a new telecom brand in Bangladesh. Formally it was known as Aktel, but it
makes their new Robi popular to the mass market, Robi is using almost all the
advertising mediums. They are giving advertisement in different media including
television, newspaper and popular websites. Also they are using outdoor medium as
billboards, branding campaigns etc. for re- branding the brand Robi launched the
branding campaign, Bangladesh Mela, at more than 70 spots across the country in
March.
Television commercial (TVC) is the most expensive medium of giving
advertisement.. Grameen Phone led the market share of advertisement for long time.
But Robi has crossed the amount of money expense on television advertisement. A
recent statistics shows that Robi is consistently increasing expenses for re- branding
their brand. The recent statistic shows that,
The countrys six telecom operators have spent around Tk 103 crore in the first three
months of this calendar year on television commercials. Robi was the largest spender.
Such spending has increased to Tk 41.2 crore in March from Tk 35.4 crore in January,
according to a report published by Ryans Archive, a media monitoring organization.
In March, Robi spent round Tk 5 crore on television ad with its new slogan Jole
Uthun Apon Soktite.

Fig (3.2): Percentages of TV AD spending by mobile operators in March

Brand Elements
To establish new brand Robi is using very new and unique brand name along with
other brand elements. Robi brand elements are shown below:
Logo:

Brand Alpona:

Operator number:
Axiata Brand name:
Slogan:

Fig (3.3): Brand Elements of Robi

3.6 Current Market Scenario and Increase in

Profit of Robi
Current market scenario
In Bangladesh mobile communication market is already saturated and high
competition in going on between the operators. This business is all about gaining
subscriber. Robi is now in third position in the market, but its subscriber is growing in
a good pace than earlier.
The Mobile Phone subscribers are shown below:
The total number of Mobile Phone subscribers has reached 90.636 million at the end
of April 2012.
The Mobile Phone subscribers are shown below:
Operators
Active Subscribers
Grameen Phone Ltd. (GP)
37.748
Orascom Telecom Bangladesh Limited (Banglalink)
25.008
Robi Axiata Limited (Robi)
18.243
Airtel Bangladesh Limited (Airtel)
6.538
Pacific Bangladesh Telecom Limited (Citycell)
1.801
Teletalk Bangladesh Ltd. (Teletalk)
1.295
Total
90.636
*Subscribers in Millions
**The above subscribers' numbers are declared by the mobile operators
Fig (3.4): Mobile Phone subscribers
Increase in Profit of Robi
Mobile operator Robi's profits rebounded to Tk 34.1 crore in the second quarter of the
year, after a sharp fall in the first quarter, according to Axiata Bangladesh, Robi's
owner.
According to Axiata's financial report, Robi earned its highest-ever quarterly revenue
in the second quarter, touching Tk 34.1 crore. It had dived to Tk 6.2 crore in the first
quarter due to the costs of rebranding and subscriber acquisition.
The company's post-paid subscriber (monthly average revenue per user) was Tk 574,
whereas a pre-paid customer's monthly average expenditure was Tk 187.

Profit after TAX of Robi is shown below:

Fig (3.5): Profit after TAX of Aktel to Robi up to June, 2010 (Quarterly)

3.7 Divisions of Robi

If the jobs are not organized considering their inter relationship and are not allocated
in a particular division it would be very difficult to control the system effectively. If
the divisions are not fitted for the particular works there would be haphazard situation
and the performance of a particular division would not be measured. Robi does these
works very well. Every divisions of Robi is the key that operation and to accomplish
those operational activities Robi also divided those divisions in to different
departments and units. Robi key divisions and departments are shown bellow.
All the divisions are intra related and report to CEO office. Drawn organogram
will best describe the situation:

Fig
(3.6): Organization Structure of Robi

3.8 Hierarchy of Robi

Fig (3.7): Hierarchy of Robi

3.9 Hierarchy of HR Division of Robi

Fig (3.8): Hierarchy of HR Division

Chapter 4
Employee Retention
Program of Robi Axiata
Limited
[Findings & Analysis]

4.1. Introduction to Human Resource Division of Robi

One of the leading business gurus Dave Ulrich said,
"The challenge in HR is not what we do, but what we deliver how we add value,"
Robi Human Resource practice is still growing as its face a transformation to
betterment. As Dave Ulrich said, Robi HRD is also giving more focus on what they
deliver and how they add value rather than what they do.
Robi HRD is a crucial part for Axiata Bangladesh Ltd (Robi) in the pursuit of its
Strategic Goals. Robi HRD is a key to ensuring,
An organization, that provides a competitive advantage by being simple, aligned and
efficient.
A culture centered on the employee and characterized by diversity, generosity and an
international mindset.
Leaders, who have a passion for business, excel at empowering people and never
compromise on Robi ethical standards.
People, who performs at the peak of their ability, because they feel a sense of mission,
accomplishment and growth.
To provide better service Robi divided its Human Resource Division into four
departments. Comparison to Aktel HR Division it has been reduced to four
departments from five departments. New departments have been created for better
purpose. Those are,
HR Operations
Organizational Development
Competence Development
Employee relations

Fig (4.1): HRD units of Robi (After Transformation)

HR Operations
HR operations are the key unit of Robi HRD. This unit is responsible for the most
vital activity of any HR; resourcing and recruiting of employees, provide HR
Services(funds, records, benefits administration, induction, new hires on boarding) to
employees manage payrolls and proper take care of human resources of key divisions
through HR Business Partners (HRBP). All the activities are managed by head of
HR operations and reports to CHRO.
HR Operations is also the biggest unit with fourteen members within twenty seven
employees of HRD accepts CHRO.
Organizational Development
This unit is responsible to look after development of the organization. This unit is
basically involved in talent management, Compensation & Benefits Management,
Culture Management, HR Analysis, Reporting & Survey activities. This unit consists
of five members including head of organizational development.
Competence Development
This unit specifies the needed competence to develop, manage competence
development programs and administer transformation & change support. Only three
employees along with head of competence development run this unit.

Employee Relations
Manage process improvement, maintain employee relations and complains are the
responsibilities of this unit. Head of employee relations with three employees actively
work to accomplish those activities.
All the units report to CHRO and all together create greater synergy for the
organization. All units are very efficient to accomplish their work and improving with
the recent transformation of Robi.

4.2 Importance of Retention program in Robi Axiata

Limited
The importance of retention program has been evaluated and implemented in Robi to
ensure proper employee branding throughout the company as Robi is an important
brand who value their employees. The importances are given below:
The Cost of Turnover: The cost of employee turnover adds hundreds of
thousands of money to a company's expenses. While it is difficult to fully
calculate the cost of turnover (including hiring costs, training costs and
productivity loss), industry experts often quote 25% of the average employee
salary as a conservative estimate.
Loss of Company Knowledge: When an employee leaves, he takes with him
valuable knowledge about the company, customers, current projects and past
history (sometimes to competitors). Often much time and money has been
spent on the employee in expectation of a future return. When the employee
leaves, the investment is not realized.
Interruption of Customer Service: Customers and clients do business with a
company in part because of the people. Relationships are developed that
encourage continued sponsorship of the business. When an employee leaves,
the relationships that employee built for the company are severed, which could
lead to potential customer loss.

Turnover leads to more turnovers: When an employee terminates, the effect

is felt throughout the organization. Co-workers are often required to pick up
the slack. The unspoken negativity often intensifies for the remaining staff.
Goodwill of the company: The goodwill of a company is maintained when
the attrition rates are low. Higher retention rates motivate potential employees
to join the organization.
Regaining efficiency: If an employee resigns, then good amount of time is
lost in hiring a new employee and then training him/her and this goes to the
loss of the company directly which many a times goes unnoticed. And even
after this you cannot assure us of the same efficiency from the new employee.

4.3 Employee Retention Strategies in Robi Axiata Limited:

Uses only research-based, theory-supported approaches to improving

employee engagement. Avoided are gimmicks such as employee of the month,
suggestion boxes, prizes or other carrots. While commonly used, these
short-term fixes fail to produce genuine employee loyalty

Employs an easy-to-understand systems approach to ensure the root causes of

turnover are addressed and the potential for lasting change unleashed.

Customizes all activities to organizations unique history, current practices and

strategic objectives. Also considered are challenges unique to the industry
sector, competitive marketplace issues and talent shortages.

Involves those responsible for implementing change in actually creating the

change, ensuring input and improved shared understanding and support of all
initiatives.

Integrates hands-on, action-oriented approaches that enable organizations to

move forward quickly and effectively

Recognizes the research-proven role of no-cost strategies in developing the

glue that builds employee loyalty and commitment.

Brings to your organization leading-edge organization-development best

practices to effectively and quickly build a retention-rich culture.

4.4 Development of Retention Strategies in Robi Axiata

Limited in the telecommunication industries:
The telecommunications sector is changing radically. The changes are driven by a
combination of market, business and technological forces. There are many factors that
influence the market:
o The globalization of the economy is forcing many multinationals to expand to
new markets. These companies look for a single provider to meet a telecoms
needs.
o Telecom operators looking for new revenue streams are entering the
international marketplace.
o New technologies like wireless, digital subscriber line (DSL) and voice over
internet protocol (VoIP) are enabling new service opportunities. The demand
for bandwidth and high-speed access is growing, driving the development to
of new services such as wireless and broadband.
o Customer awareness and knowledge is increasing. Customers want services
that satisfy their unique needs and demand reliable service delivery at
competitive prices. Information must be easily accessed, anytime, anywhere
and anyhow. One stop shopping must be possible and a choice of service
providers available.

4.5 Measures of Robis Success regarding employee retention

(Quantitative Part):
4.5.1 Benefits

Findings:
Factors:

Salary

Leave benefits

Health & Related Benefits

Others

Analysis: We have to found that ,25.58 % of the employees think that Salary is
really very important for job & they think the organization should provide high salary
based on performance , 24.58% of the emplyees go for Leave Benefits , 26.58%
Wants Health & Related benefits & 23% are wants others specific benefits.

4.5.2 Strategies

Findings:

Findings:
Factors:

Job Rotation & New Assignments

Help With Career Plannig

Rewards & Recognition(e.g. ; Service Awards, Employee of the week ,

Employee of the Year)

Training Opportunities Job related

Annual Performance Appraisal

Analysis: We have found that , the employees think that for keeping postive, the
organization strategies should not against employees . From our survey , we have
determined , 22 % employees wantsTraining Opportunities of job Related while
signed in the organization , 20 % of the employees think , the organization should
help them for career planning , provide them rewards & recognition , announce
them Annual Performance Appraisal. 15 % want that, the job should be on
rotation & availability of new assignments.

4.5.3 Organizational Culture

Organizational Culture

15.46%

17.56%

Employees are often given the opportunities to be part of task groups & assignments outside their core responsibilities.
Employees in my organization treated w ith fairness & respect.
My organization has a culture that recognizes & values diversity
Supervisiors communicate effectively w ith employees
Supervisiors spend a good deal of time listening to employee's ideas.
There is an environment of openness & trust in my agency .
14.99%
Pies show Sums of value_set2

19.20%

14.75%
18.03%

Findings:
Factors:

Employees are often given the opportunities to be part of task groups &
assignments outside their core responsibilities.

Supervisiors communicate effectively with employees.

Organization has a culture that recognizes & values diversity.

There is an environment of openness & trust in organization .

Employees in my organization treated with fairness & respect.

Supervisiors spend a good deal of time listening to employee's ideas

Analysis: We have found that , the employees think that for keeping postive, the
organization culture is utmost important.From our survey , we have determined , 15
% employees get the opportunities to be part of task groups & assignments outside
their core responsibilities , 14 % of the employees think , the organization has a
culture that recognizes & values diversity, 14% employees think that organization
treated with fairness & respect, 17% think that , There is an environment of
openness & trust in organization .19 % want that, the Supervisiors spend a good deal
of time listening to employee's ideas.

4.5.4 Personal Satisfaction

9.42%

Personal Satisfaction

8.95%

Opportunities for personal growth & development in my jo b

10.36%

11.93%

The amount of challenge in my job.

The chance to get to know other people while at work.
The amount of independent thought & action I can exercis e in my job. The chance to help other people w hile at work.
The amount of job security I have
The amount of pay and fringe benefit I receive
Pies show Sums of value_set3

10.83%
13.34%

12.56%
11.46%
11.15%

The amount of support & guidance I receive from my supervisior.

The people I talk to & work w ith on my job.

Findings:

Analysis & Factors:

Opportunities for personal growth & development in job.(8.95%)

The amount of independent thought & action can exercise in job.(13.34%)

The amount of challenge in job. (11.93%)

The amount of job security have.(11.46%)

The amount of pay and fringe benefit receive.(11.85%)

The people talk to & work with on job.(9.42%)

The chance to get to know other people while at work.(10.83%)

The chance to help other people while at work.(10.36%)

The amount of support & guidance I receive from my supervisior.(12.56%)

Career plans

11.15%
25.75%

Retire w ithin 1-2 years

Retire w ithin 3-5 Years
Retire Within 6-10 years
No Plans to retirement.
Pies show Sums of v alue_set3

21.35%

4.5.5 Career Plans

41.76%

Findings:
Factors:

Retire within 1-2 years (25.75%)

Retire within 3-5 Years(41.76%)

Retire Within 6-10 years(21.35)

No Plans to retirement.(11.15%)

Analysis: We have found that, 25% of the employees have a chance of retirement
within 1-2 years , 41% of the employees want to leave this organization within 3-5
years , 21.35% of the employees have a plan for resigning after 6-10 years, 11.15%
Dont want to leave this organization .

4.6 Key Findings: Employee Retention Rate of Robi Axiata Limited

Valid

Frequency

Percent

Retire within
1-2 years
Retire within
3-5 Years
Retire
Within 6-10
years
No Plans to
retirement.
Total

25.0

Valid
Percent
25.0

Cumulative
Percent
25.0

45.0

45.0

70.0

20.0

20.0

90.0

10.0

10.0

100.0

20

100.0

100.0

From this table , we can consider as , out of 20 employees , 15 employees are not
leaving this organization within 3-10+ years , only 5 employees are leaving this
organization within this year or next year .
We can Calculate the turn over rate from here :
Turn Over rate =

Employees are leaving this organization Total Employee of the

organization
=

5 20

0.25

We can Calculate the retention rate from here :

From the turn over rate , we can easily find the retention rate from here :
Retention Rate = 1- Turn Over rate
= 1- 0.25
= 0.75

Chapter 5
Recommendations
& Conclusion

5.1 SUGGESTIONS & RECOMMENDATIONS

They should think of to employees an easy-to-understand systems approach to

ensure the root causes of turnover are addressed and the potential for lasting
change unleashed.
They should customize all activities to y organizations unique history, current
practices and strategic objectives. Also considered are challenges unique to
your industry sector, competitive marketplace issues and talent shortages.
They should involve those responsible for implementing change in actually
creating the change, ensuring input and improved shared understanding and
support of all initiatives.
They should integrate hands-on, action-oriented approaches that enable
organizations to move forward quickly and effectively
They should recognize the research-proven role of no-cost strategies in
developing the glue that builds employee loyalty and commitment.

5.2 Conclusion
Employee retention is most critical issue facing corporate leaders as a result of the
shortage of skilled labor, economic growth and employee turnover. This site explores
all aspects of the workforce stability issue in the face of unprecedented churning in
the employment market with a focus on retaining employees. This is one of the hottest
topics for corporate leaders in all fields globally.
In telecommunication industry Robi is one of the new names. Although its a new
telecom brand, but it has the second highest network coverage and efficient work
force to make the brand number one. With proper utilize of nonhuman and human
resources it can be number one in near future.
To be successful, relentless contribution and dedication of the organizations human
resource management is very much needed. To compete in international as well as in
local market in adverse situation the HR operations has become much more difficult
in todays ever changing business environment for the HR managers.
The most important key source factor of Robi Axiata Ltd is its efficient human
resource. Robi is still in a transformation phase from Aktel to Robi and the Human
resource management is also changing. Proper change of retention program
operations along with HRD will provide the best service to Robi and its employees.
At this moment the company is in growing position, but the strategies of the company
will make the company number one mobile company in Bangladesh.

5.3 References & Bibliography

Textbooks
George T. Milkovich & Jerry M. Newman, Compensation Management, 8th
Edition, McGraw- hill, Inc, 2006
David A. Decenzo & Stephen. Robbins, Fundamentals of Human Resource
Management, 8rd edition, John Wiley & Sons, Inc, 2007-2008
Arthur A. Thompson Jr., A.J. Stricklandill & John E. Gamble, Crafting and
Executing Strategy, 16th Edition, McGraw- hill, Inc, 2006

Journals
Books, Publications and Journals of Robi Axiata limited.
Prospectus and brand book of Robi Axiata limited.
Available journals in BTRC websites.
Bangladesh Institute of Human Resource Management Journals

Websites
www.axiata.com
www.robi.com.bd
www.telecompaper.com/news/article.aspx
www.linkedin.com/.../axiata-bangladesh-ltd
www.btrc.gov.bd/
www.google.com
www.wikipedia.org
www.retention.com
www.about.com
www.humanresources.com
http://www.managementstudyguide.com/employee-retention.htm
http://guides.wsj.com/small-business/hiring-and-managingemployees/how-to-retain-employees/

http://www.managementstudyguide.com/importance-of-employeeretention.htm

Chapter 6
Appendix

6.1 Questionnaire
A. Benefits
Please rate the following benefits of state employment on a scale of 1 to 5, where 1 =
not at all important and 5 = very important.
Not at All Not Very Neutra Somewha
Very
Importan Importan
l
t
Important
t
t
Importan
t
Salary/Compensatio 1
2
3
4
5
n
Leave benefits
1
2
3
4
5
(including sick,
vacation, personal,
paid holidays)
Health and related
1
2
3
4
5
benefits(health
insurance, vision,
dental, prescription)
Other (specify):
1
2
3
4
5
B. Strategies
Please indicate if any of the following strategies are available in your agency. Then
rate how important each item is to you, whether it's available or not, on a scale from 1
to 5 where 1 = not at all important and 5 = very important.
Available? Not at All Not Very Neutra Some
Very
l
-what Importan
Yes No Importan Importan
t
t
Imp
t
Job Rotation
1
2
3
4
5
and New
Assignments
Help with
1
2
3
4
5
career
planning
Rewards and
1
2
3
4
5
recognition
(e.g., service
awards,
employee of
the year)

Training
opportunitie
s - job
related
Annual
Performance
Appraisal

C. Organizational Culture
Please rate the following statements on a scale of 1 to 5, where 1 = strongly disagree
and 5 = strongly agree.
Strongly Disagree
Neither
Agree Strongly
Disagree
Agree nor
Agree
Disagree
Employees are often given 1
2
3
4
5
the opportunity to be part
of task groups and
assignments outside their
core job responsibilities.
Supervisors communicate 1
2
3
4
5
effectively with
employees.
My organization has a
1
2
3
4
5
culture that recognizes
and values diversity.
There is an environment
1
2
3
4
5
of openness and trust in
my organization.
Employees in my
1
2
3
4
5
organization are treated
with fairness and respect.
Supervisors spend a good 1
2
3
4
5
deal of time listening to
employees' ideas.
D. Personal Satisfaction
Please rate the following statements on a scale of 1 to 5, where 1 = very dissatisfied
and 5 = very satisfied.
Very
Somewhat
Neither
Somewhat
Very
Dissatisfied Dissatisfied Dissatisfied Satisfied Satisfied
or Satisfied
Opportunities
1
2
3
4
5
for personal
growth and
development in
my job.
The amount of 1
2
3
4
5
independent
thought and

action I can
exercise in my
job.
The amount of
challenge in my
job.
The amount of
job security I
have.
The amount of
pay and fringe
benefits I
receive.
The people I
talk to and
work with on
my job.
The chance to
get to know
other people
while on the
job.
The chance to
help other
people while at
work.
The amount of
support and
guidance I
receive from
my supervisor.

E. Career Plans
As you think to the future, which of the following best describes your career
plans at this time?
Retire or leave State employment within 1-2 years
Retire or leave State employment within 3-5 years
Retire or leave State employment within 6-10 years
No plans to retire or leave State employment in the foreseeable future
What are the specific factors that will contribute to the answer you selected to
the question above?
F. Demographics
Please provide us with the following demographic information (All responses will
be kept confidential and reported in the aggregate only):

Age group:

Gender:

18-25 26-35
Male

Female

36-45

46-55

over 55

Race/Ethnicity: White Black Hispanic Asian Native

American Other
Years of Service: 0-5 6-10 11-15 16-20 21-25 over 25
Organizational Job Designation :
__________________________________

6.2 List of Table

Table No: 01 - Salary

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Not at all very

important
Not Very
important
Neutral

5.0

5.0

5.0

5.0

5.0

10.0

25.0

25.0

35.0

Somewhat
Important
Very Important

30.0

30.0

65.0

35.0

35.0

100.0

Total

20

100.0

100.0

Table No: 02- Leave Benefits

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Not Very
important
Neutral

15.0

15.0

15.0

35.0

35.0

50.0

Somewhat
Important
Very Important

15.0

15.0

65.0

35.0

35.0

100.0

Total

20

100.0

100.0

Table No: 03- Health & Related benefits

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Not Very
important
Neutral

10.0

10.0

10.0

25.0

25.0

35.0

Somewhat
Important
Very Important

20.0

20.0

55.0

45.0

45.0

100.0

Total

20

100.0

100.0

Table No: 04-Others

Valid

Not at all very

Frequency

Percent

Valid Percent

5.0

5.0

Cumulative
Percent
5.0

important
Not Very
important
Neutral
Somewhat
Important
Very Important
Total

5.0

5.0

10.0

8
7

40.0
35.0

40.0
35.0

50.0
85.0

3
20

15.0
100.0

15.0
100.0

100.0

Table No: 05- Job rotation & New Assignments

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Not at all very

important
Not Very
important
Neutral

15.0

15.0

15.0

45.0

45.0

60.0

25.0

25.0

85.0

Somewhat
Important
Very Important

10.0

10.0

95.0

5.0

5.0

100.0

Total

20

100.0

100.0

Table No: 06- Rewards & recognition

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Not at all very

important
Not Very
important
Neutral

10.0

10.0

10.0

15.0

15.0

25.0

25.0

25.0

50.0

Somewhat
Important
Very Important

30.0

30.0

80.0

20.0

20.0

100.0

Total

20

100.0

100.0

Table No: 07- Help with Career Planning

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Not at all very

important
Not Very
important
Neutral

10.0

10.0

10.0

15.0

15.0

25.0

25.0

25.0

50.0

Somewhat
Important
Very Important

25.0

25.0

75.0

25.0

25.0

100.0

Total

20

100.0

100.0

Table No: 08- Training Opportunities - Job related

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Not at all very

important
Not Very
important
Neutral

5.0

5.0

5.0

10.0

10.0

15.0

30.0

30.0

45.0

Somewhat
Important
Very Important

25.0

25.0

70.0

30.0

30.0

100.0

Total

20

100.0

100.0

Table No: 09- Annual Performance Appraisal

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Not Very
important
Neutral

25.0

25.0

25.0

35.0

35.0

60.0

Somewhat
Important
Very Important

20.0

20.0

80.0

20.0

20.0

100.0

Total

20

100.0

100.0

Table No: 10- Employees are often given the opportunities to be part of task groups &
assignments outside their core responsibilities.

Valid

Frequency

Percent

Valid Percent

Cumulative Percent

Disagree

20.0

20.0

20.0

Neither Agree not Disagree

45.0

45.0

65.0

Agree

20.0

20.0

85.0
100.0

Strongly Agree

15.0

15.0

Total

20

100.0

100.0

Table No: 11- Supervisors communicate effectively with employees

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Strongly
Disagree
Disagree

5.0

5.0

5.0

5.0

5.0

10.0

Neither Agree
not Disagree

30.0

30.0

40.0

Agree

20.0

20.0

60.0

Strongly Agree

40.0

40.0

100.0

Total

20

100.0

100.0

Table No: 12- My organization has a culture that recognizes & values diversity
Frequency

Percent

Valid Percent

Cumulative
Percent

Valid

Strongly
Disagree
Disagree

5.0

5.0

5.0

30.0

30.0

35.0

Neither Agree
not Disagree

20.0

20.0

55.0

Agree

35.0

35.0

90.0
100.0

Strongly Agree

10.0

10.0

Total

20

100.0

100.0

Table No: 13- There is an environment of openness & trust in my agency .

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Disagree

15.0

15.0

15.0

Neither Agree
not Disagree

25.0

25.0

40.0

Agree

30.0

30.0

70.0

Strongly
Agree
Total

30.0

30.0

100.0

20

100.0

100.0

Table No: 14- Employees in my organization treated with fairness & respect.

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Strongly
Disagree
Disagree

5.0

5.0

5.0

25.0

25.0

30.0

Neither Agree
not Disagree

30.0

30.0

60.0

Agree

25.0

25.0

85.0
100.0

Strongly Agree

15.0

15.0

Total

20

100.0

100.0

Table No: 15- Supervisors spend a good deal of time listening to employee's ideas.
Frequency
Valid

Percent

Valid Percent

Cumulative
Percent

Disagree

5.0

5.0

5.0

Neither Agree
not Disagree

20.0

20.0

25.0

Agree

35.0

35.0

60.0

Strongly
Agree
Total

40.0

40.0

100.0

20

100.0

100.0

Table No: 16- Opportunities for personal growth & development in my job

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Very Dissatisfied

15.0

15.0

15.0

Somewhat
Dissatisfied

25.0

25.0

40.0

Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied

25.0

25.0

65.0

30.0

30.0

95.0

5.0

5.0

100.0

Total

20

100.0

100.0

Table No: 17- The amount of independent thought & action I can exercise in my job.

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied

15.0

15.0

15.0

45.0

45.0

60.0

40.0

40.0

100.0

Total

20

100.0

100.0

Table No: 18-The amount of challenge in my job.

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied

15.0

15.0

15.0

20.0

20.0

35.0

35.0

35.0

70.0

30.0

30.0

100.0

Total

20

100.0

100.0

Table No: 19-The amount of job security I have

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied

15.0

15.0

15.0

30.0

30.0

45.0

30.0

30.0

75.0

25.0

25.0

100.0

Total

20

100.0

100.0

Table No: 20- The amount of pay and fringe benefit I receive
Frequency
Valid

Percent

Valid Percent

Cumulative
Percent

Very Dissatisfied

5.0

5.0

5.0

Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied

10.0

10.0

15.0

35.0

35.0

50.0

Somewhat
Satisfied
Very Satisfied

5
5

Total

20

25.0

25.0

75.0

25.0

25.0

100.0

100.0

100.0

Table No: 21- The people I talk to & work with on my job.

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Very Dissatisfied

10.0

10.0

10.0

Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied

30.0

30.0

40.0

20.0

20.0

60.0

30.0

30.0

90.0

10.0

10.0

100.0

Total

20

100.0

100.0

Table No: 22-The chance to get to know other people while at work.
Frequency
Valid

Percent

Valid Percent

Cumulative
Percent

Very Dissatisfied

5.0

5.0

5.0

Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied

15.0

15.0

20.0

25.0

25.0

45.0

40.0

40.0

85.0

15.0

15.0

100.0

Total

20

100.0

100.0

Table No: 23- The chance to help other people while at work.

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

Somewhat
Dissatisfied
Neither
Dissatisfied or
Satisfied
Somewhat
Satisfied
Very Satisfied

30.0

30.0

30.0

25.0

25.0

55.0

30.0

30.0

85.0

15.0

15.0

100.0

Total

20

100.0

100.0

Table No: 25-The amount of support & guidance I receive from my supervisor.

Valid

Neither
Dissatisfied or
Satisfied

Frequency

Percent

Valid Percent

Cumulative
Percent

35.0

35.0

35.0

Somewhat
Satisfied
Very Satisfied

30.0

Total

20

30.0

65.0

35.0

35.0

100.0

100.0

100.0

Table No: 26- Career plans

Valid

Retire within 1-2

years
Retire within 3-5
Years
Retire Within 610 years
No Plans to
retirement.
Total

Frequency

Percent

Valid Percent

Cumulative
Percent

25.0

25.0

25.0

45.0

45.0

70.0

20.0

20.0

90.0

10.0

10.0

100.0

20

100.0

100.0