Thursday, September 19, 2019
Mary Wollstonecrafts A Vindication of the Rights of Women and Harriet
Mary Wollstonecraft's A Vindication of the Rights of Women and Harriet Jacobs' Incidents in the Life of a Slave Girl Although Mary Wollstonecraft and Harriet Jacobs lived almost 300 years apart from one another, the basic undercurrent of both of their work is the same. Wollstonecraft was a feminist before her time and Jacobs was a freed slave who wanted more than just her own freedom. Wollstonecraft’s A Vindication of the Rights of Woman and Jacobs’ Incidents In the Life of a Slave Girl, Written By Herself were both revolutionary texts that were meant to inspire change and the liberation of a group of people. For Wollstonecraft, this was women; for Jacobs, it was the slaves. On the surface, these two works do not seem to be much related, but it is in this theme of liberation that they are deeply connected. Even though these very different women were writing in two very different worlds, they both still manage to get across the idea that it is in the tyranny of slavery, mentally or physically, that one’s true self is lost. The oppression of a person's free will through the tyranny of slavery or absence of women's rights are virtually the same thing: they both suppress a person's natural identity and the only way to liberation is through the education and humanization of those being oppressed. The first key idea in both Wollstonecraft’s and Jacobs’ texts is that women and slaves are only defined by those who own them, they cannot define themselves. Both women write of the dehumanization that slaves and women experience. Wollstonecraft says that women in her time are simply objects of desire, instructed to play the feminine role, â€Å"...enfeebled by false refineme... ...ps a person of all dignity and humanity, all free-will gone. In both cases it is impossible to deny the implications for a loss of identity. If a person is stripped of choice, denied an education, and trained to live within the false restrictions of society, is impossible for them to have an identity. Works Cited Jacobs, Harriet. â€Å"Incidents In the Life of A Slave Girl, Written By Herself.†The Pearson Custom Library of American Literature. Ed. John Bryant et al. Compiled for English 370B, Spring 2005. Boston: Pearson Custom Publishing, 2003. Pages 418-77. Wollstonecraft, Mary. â€Å"A Vindication on the Rights of Woman.†The Longman Anthology of British Literature: Volume 2A- The Romantics and Their Contemporaries. Ed. Susan Wolfson and Peter Manning. New York: Longman, 2003. Pages 230-257.
Wednesday, September 18, 2019
Addition Of Vectors Essay -- essays research papers
I. Introduction A vector is an arrow whose length represents the magnitude of a quantity and whose direction represents the direction of the quantity. Vectors are useful in combining velocities that are not parallel. The sum of two or more component vectors is called a resultant. When the vectors are not at right angles to each other, the resultant is found by constructing a parallelogram. The parallelogram is constructed with the two vectors as sides. The resultant of the parallelogram is its diagonal. Equilibrant vector on the other hand, is a single vector that would balance the original vectors taken together. An experiment was conducted to determine the difference between using graphical, analytical and experimental method in getting the resultant. A force table, weight holders, a set of slotted masses (200g and 249g), ruler, protractor, spring scale and triple beam balance were used. Each group has its own assigned mass and forces as well as a force table. Weight hangers were attached to two strings tied to the center ring of the force table, where two slotted masses, one 200g and the other 249g were hung according to their specified directions. The center ring was anchored to the nail positioned at the platform’s center while the upper ring of the spring scale was attached to the free end of the third ring. After attaching the spring balance, its hook was pulled and the reading on the scale and the direction of the pull at which the two forces (hanging mass) are â€Å"balanced.†â€Å"Balance†was determined. II. Results and Discussion Table 1. Time, distance, velocity and acceleration measurements for a marble. Distance (cm)     Time (s)     Mean Time (s)     Average Velocity (cm/s)      1     2     3          10     0.90     0.67     0.71     0.76     13.16 30     1.52     1.37     1.37     1.40     21.48 40     1.86     1.58     1.58 ... ...bsp;2.77     2.46     2.61     100     50     34.44      The velocity computed by using tangent lines was found to be higher than the average velocity. The results were also found to have irregular values. It is noticed that after covering the distance of 40 cm, the velocity went down. The velocity between the distance of 40 cm and 70 cm were found to be equal.      On the other hand, the computed values of the acceleration were also irregular. Acceleration at the distance of 10 cm and 40 cm were found to be equal. Acceleration would not change even if the group used a larger marble. It would make almost no difference in the values acquired.      Errors may have been one of the causes of irregularities seen between velocity and acceleration. Maybe one of the problems that we encountered was the irregularity of the time. Because of this, the other computations were affected. III     Computations A. VELOCITY V = df – di tf - ti V1 = 15 – 5 = 10 = 20 1 – 0.5 0.5 Addition Of Vectors Essay -- essays research papers I. Introduction A vector is an arrow whose length represents the magnitude of a quantity and whose direction represents the direction of the quantity. Vectors are useful in combining velocities that are not parallel. The sum of two or more component vectors is called a resultant. When the vectors are not at right angles to each other, the resultant is found by constructing a parallelogram. The parallelogram is constructed with the two vectors as sides. The resultant of the parallelogram is its diagonal. Equilibrant vector on the other hand, is a single vector that would balance the original vectors taken together. An experiment was conducted to determine the difference between using graphical, analytical and experimental method in getting the resultant. A force table, weight holders, a set of slotted masses (200g and 249g), ruler, protractor, spring scale and triple beam balance were used. Each group has its own assigned mass and forces as well as a force table. Weight hangers were attached to two strings tied to the center ring of the force table, where two slotted masses, one 200g and the other 249g were hung according to their specified directions. The center ring was anchored to the nail positioned at the platform’s center while the upper ring of the spring scale was attached to the free end of the third ring. After attaching the spring balance, its hook was pulled and the reading on the scale and the direction of the pull at which the two forces (hanging mass) are â€Å"balanced.†â€Å"Balance†was determined. II. Results and Discussion Table 1. Time, distance, velocity and acceleration measurements for a marble. Distance (cm)     Time (s)     Mean Time (s)     Average Velocity (cm/s)      1     2     3          10     0.90     0.67     0.71     0.76     13.16 30     1.52     1.37     1.37     1.40     21.48 40     1.86     1.58     1.58 ... ...bsp;2.77     2.46     2.61     100     50     34.44      The velocity computed by using tangent lines was found to be higher than the average velocity. The results were also found to have irregular values. It is noticed that after covering the distance of 40 cm, the velocity went down. The velocity between the distance of 40 cm and 70 cm were found to be equal.      On the other hand, the computed values of the acceleration were also irregular. Acceleration at the distance of 10 cm and 40 cm were found to be equal. Acceleration would not change even if the group used a larger marble. It would make almost no difference in the values acquired.      Errors may have been one of the causes of irregularities seen between velocity and acceleration. Maybe one of the problems that we encountered was the irregularity of the time. Because of this, the other computations were affected. III     Computations A. VELOCITY V = df – di tf - ti V1 = 15 – 5 = 10 = 20 1 – 0.5 0.5
Tuesday, September 17, 2019
Market Research CCResort Essay
Market Research CCResort May 14, 2013 Kelvin Ting (z3438739) Table of Contents I. Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 II. Introdution †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 III. Methodology †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 IV. Key Performance Indicator †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 V. Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Executive Summary ï€ The customers with 2 or 4 family members, 69% of the customers have an income greater than $100,000 and the customers from 40 years old to 54 years old ( middle age) are more attracted by CCResorts Forster. The total expenditure for all the customers is $234772, the average is $1173.86. CCResorts succeed to achieve their first Key Performance Indicator: More than 40% of customers stay for a full week but fail to achieve the second Key Performance Indicator : the average customer spends less than $255 per day in excess of accommodation costs. . Introduction The aim of this report is to analyze the data has been collected from customers in order to investigate what type of customer has been attracted to CCResort , how much they spending at the resort over and above their accommodation costs. In addition the question of whether CCResort being successful in meeting their key performance indicators (KPI’s) stated as the business plan: 1. 2. More than 40% of their customers stay for a full week(i.e. seven night); The average customers stay spends more than $255 per day in excess of accommodation costs. 200 customers sample were collected randomly and they refer to a separating booking at CCResort over the last 12 months. Each example included 6 variables: ï‚ · Number of people in the booking party ï‚ · Length of stay (represented by the number of night) ï‚ · Age in years of person making the booking ï‚ · Total amount in dollars spent per booking over and above accommodation costs ï‚ · Income MARKET RESEARCH CCRESORT – MAY 14, 2013 2 No. of customer Methodology and result 50 45 40 35 30 25 20 15 10 5 0 Frequency 0 zÃŽ ± The value of test statistic is z = 3.175 > zÃŽ ±, Thus we do reject the null hypothesis and conclude that there is enough evidence to infer that at more than 40% of bookings in CPResorts would be staying for full week. The average customers stay spends more than $255 per day in excess of accommodation costs. To test if the average customer spends more than $260 per day. We performance a hypothesis test again. Null hypothesis, H0: p= 255 Alternative Hypothesis, H1: p=: ÃŽ ¼>255 The test statistic is = 242 − 260 49.2/ 200 =-5.714 Let the significant level be 5%, namely, ÃŽ ±=0.05, thus Z0.05 =1.645, the rejection region isz > zÃŽ ± The rejection region should be Z> Z0.05 =1.645 We reject H0 if Z>1.645 Z =-5.174 So, there is not enough statistical evidence to infer that the alternative hypothesis is true which the average customer is spend more $255 per day in excess of accommodation costs. MARKET RESEARCH CCRESORT – MAY 14, 2013 6 Conclusion With the help of statistical data provided, the greater $100,000 income group could be identified as the prospective customers of CCResorts. Both average daily spending level and length of stay of this group are predicted to be greater than the below $60,000 income group. In addition, the analysis has also raised some concerns about CCResorts business performance in the first year of operation. Although there is enough evidence to infer that more than 40% are full week customers, the expenditure analysis has indicated that their spending level could fall below $255 per day, with sufficient evidence to support. The analysis has provided two important implications. First, with at more than 40% are full week customers, this indicates that type and quality of service offered by CCResorts have met customer expectations. This also means that the marketing department has successfully identified customer needs to deliver the right services and add value to its customers. Second, these results also suggest that pricing issue could cause the failure to meet revenue expectation. As income alone cannot fully explain the variation in spending behavior, high price of services could cause customers to decrease their spending level. MARKET RESEARCH CCRESORT – MAY 14, 2013
Monday, September 16, 2019
Impact Of Satellite TV On Our Culture Essay
1.Satellite TV (Cable TV) channels started its journey in Bangladesh at 1992. Before that, BTV was the dominant medium for about 28 years and had the monopoly power. 2.But since the birth of the satellite channels in our country, it had a detrimental effect on the society. Gradually the Bangladeshi people are losing their Bengali norms and traditions and getting used to the foreign lifestyles. AIM 3.The aim of today’s presentation is to orient the class about the mass eff of satellite TV channels on our culture and how we can overcome this prob. Scope 4.For better understanding and easy assimilation I will discuss the lesson in fol pts: a.Intro b.What is Culture? c.Major influences of satellite TV on the cultural area of Bangladesh d.Some Statistical Data e.Interpretation f.Inference g.Negative impacts of satellite TV h.Conclusion i.Remedies and Measures that can be taken What Is Culture? 5. Every particular society has its own beliefs, ways of life, art etc. This belief, customs and tradition of a society they fol is known as culture. Bangladesh has its own culture and traditions also. The culture of Bangladesh is composite and over the centuries has assimilated influences of Hinduism, Jainism, Buddhism, Islam, and Christianity. It is manifested in various forms, including music, dance, and drama, art and craft, folklore and folktale, languages and literature, philosophy and religion, festivals and celebrations, as well as in a distinct cuisine and culinary tradition. Major influences of satellite TV on the cultural area of Bangladesh 6.The influence of technological advment is changing the present world very rapidly. Changes are taking place in all spheres of life and ultimately changing the social and cultural belief systems. Satellite TV, being one of the brainchild of this technological development, is having a definite eff on the social and cultural area of Bangladesh. 7.Labib(2001) suggests an evidence showing the influence on the women and girls in fds such as fashion and clo and fast food consumption. For Bangladesh, the significant cultural shift arises due to impact of regional channels of Satellite TV, particularly Indian channels like ZeeTV, MTV, Star Plus, Sony TV are influencing the cultural sphere of Bangladesh. Through watching these, cultural ties and values are getting threatened, specifically materials that favour divorce as a means to solve family problems or programming that includes obscenity, nudity, arousal of sexual instincts, or pre-marital sexual relations are completely destroying the cultural beliefs and values of Bangladesh. 8.Indian movie world Bollywood has a curse on the culture of Bangladesh. Renowned Bangladeshi auth and columnist Muhammad Zafor Iqbal said in his column – â€Å"Upto some years ago I could boast never having seen a hindi movie, but now I cannot. I have to travel by bus from Sylhet to Dhaka, and they show these movies where you are a captive audience.†This clearly indicates about the current picture of how Bangladeshi people are obsessed to the Indian culture, and to what extent these foreign elements has occupied our brains. Some Statistical Data 9.A research was carried out on 40 persons in Ctg based on probability sampling on 2011 to understand the influence of satellite TV on cultural changes. 10.Most of the people think cable TV is the prime reason for the exposure to foreign culture as it is the most aval and easy means. Other means aval are internet, newspapers, magazines, social awareness, general increase in the lvl of edn. But they are not considered here. The results of the svy on preference of cable TV channels by the consumers are showed in graphical form as follows: Fig: Preference of Cable Tv Channels among 40 Responders Interpretation 11.From the above bar diagram, we can see that out of 40 persons, the most viewed TV channel is Star Plus, fol by Sony TV and then HBO. All of them are foreign TV channels with no room for our own broadcasting channels. Inference 12.Over the last 10-12 years, due to this easy exposure, there is a significant change in the dimensions of culture. Research also shows that consumers preference towards some of the aspects like fashion awareness, quality preference have increased. On the other hand, bargaining habit, attraction towards traditional songs, reading habit etc has decreased whereas in some aspects there is no change. 13.Svy carr out on other parameters also showed that the changes in the dimensions which most people think that satellite TV has strong influence upon are increase in the fashion awareness, brand preference, following foreign customs, fast food consumption, interest in foreign music/movie, and for the decrease in the social bondage and good personality traits. 14.There is moderate influence upon increase in quality preference, gender balance, and knowledge based society, and decrease in the interest in Bangla movies/music. 15.There is less influence on eating out, children’s participation in decision making, and for the decrease in religious bindings. 16.A general pattern is observed in the result. People of middle/lower middle cl are affected the most rather than upper cl people possly due to their more exposure to other media/latest technology and greater awareness about changing society. Negative Impact Of Satellite 17.Some consumers were asked about the negative impacts of satellite TV on our culture. The respondents were all almost on a common footing and admit that it certainly has some negative impacts like tendency of wearing indecent/short dresses especially by the ladies and the disturbance of study for the children. They also think there is an increase in the social crime and sexual violence. Some think that it has some influence on the attraction towards smoking/drugs by the young people. Conclusion 18.The results of the study shows that over the last 8-10 years, there is clearly a change in our traditional culture and this change is likely to continue. Though all of this change is not due to the effects of satellite TV, this is playing one of the major roles as maximum exposure to the foreign culture is due to this media. Remedies and Measures that can be taken 19.Business in today’s market is very competitive. To operate profitably in any business, the focus must be customer oriented. Like any other business, cable TV should also provide the customers with the channels they like most and improve the quality of sound and picture. People who provide the cable broadcast have a great resp towards today’s world. Therefore, corrected effort should be made to sensitize the producers and broadcasters for improving the quality of whatever prog they produce. 20.At the same time local channels should be strengthened and should have a better content. This channels should produce and broadcast quality programs that could help to promote Bangladeshi values and traditions and improve the image of Bangladesh at an international level. REFERENCE 21. Effect of Satellite Television on the Culture of Bangladesh: The Viewers Perception by Robaka Shamsher & Mohhammad Nayeem Abdullah. European Journal of Business and Management, ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol 4, No.9, 2012 22.www.merriam-webster.com/ 23.http://en.wikipedia.org/wiki/Culture_of_Bangladesh
Sunday, September 15, 2019
Differences Between Beowulf and Achilles Essay
Beowulf and Achilles are different in many ways; one of which is their character. Beowulf is a great warrior and leader who fought to protect his soldiers and to make places more peaceful. He also perfectly embodies the values of loyalty, pride, and courtesy. Achilles, on the other hand, is not as heroic as Beowulf, even thought he was also a great warrior and had superhuman strength, he mostly fought for revenge, social position, and power. He was driven by a thirst for glory. Beowulf went on journeys because he wanted to show people that he is a reliable leader and that he can fight pretty much anyone from monsters to dragons and all the other kind of creatures. He also wanted to show people how brave and protective he was. Like the story of his fight with Grendel shows everyone how smart he is about certain things and how he is not afraid of doing anything. The part of the story where Beowulf killed the sea monster shows that he is a reliable warrior and that he gets his job done no matter what he has to do. As I stated earlier, Achilles mostly fought for social position and power, and the death of his best friend Patroclus, didn’t make Achilles more deliberative or self-reflective, wrath, pride, and bloodlust still consumed him. Achilles would also sacrifice everything just so that his name would be remembered. Which shows that the only that he mostly cares about was himself and what people thought of him. In my opinion Beowulf is more courageous because he would do just about anything to protect his people and that he is not afraid of anything. He also does that so people would find him as a reliable leader and wouldn’t be afraid to be his followers. I also think that he is more like a true epic hero because unlike Achilles, Beowulf isn’t selfish and he doesn’t seek for power or glory. He was a great warrior even though he didn’t become a king for many years. Beowulf was also more reliable than Achilles, because Beowulf cared about everyone, not just himself unlike Achilles.
Rich vs Poor Essay
The American Dream, the idea that every citizen can be successful if they work hard, is believable to the degree that every student going to school has the same opportunity to learn the skills needed to succeed in society. But if the opportunity for students to attain a sufficient education is imbalanced, then the likelihood of success becomes very slim for some students. Today, inequality has become a serious problem among poor students and their wealthy peers across the country, and the dream of becoming a successful icon is moving farther out of reach for them. In order to succeed in life, one depends on his or her adolescent years and years in college that desperately lean on the socioeconomic status of the parents and not only the quality of education. The achievement gap between the rich and the poor is constantly growing wider, and if nothing is done to aid poor student population the gap will continue to increase resulting in economic consequences and possibly crime among low -income adolescences who can’t cope with school life because they need to support for their family. The problem America faces is the relationship of an underprivileged socioeconomic background linked to poor child development and education. For the longest time, education has been the major lane to success in the United States. One’s life depends a lot on the skills attained from school and from family background, and the lack of opportunities influences the development of children and their future endeavors. Contrary to the middle-class and upper class children, many underprivileged children are deprived of these equal opportunities. In fact, children from low-income families get very little chances to have a normal education at all, and higher education like college and private schooling is essentially an unattainable dream that they can imagine but it never actually comes true. Due to the lack of resources and finances the initial opportunities of people from low-income families are consistently worse than opportunities of the rest of American children. Reading Richard D. Kahlenburg’s â€Å"5 Myths About Who Gets Into College,†he states that a 2004 Century Foundation study found that at the most selective universities and colleges, â€Å"74 percent of students come from the richest quarter of the population, while just 3 percent come from the bottom corner†(495). Correspondingly, SAT scores play an important role in being admitted to a good university. Students who come from areas with high poverty rates and come from low-income families usually score, on average, â€Å"784 points lower than the more privileged and fortunate student body†(Kahlenburg, 495). Even when students from low-income families score high on standardized testing and receive admittance to a university, their families have trouble supporting their children’s education financially. Consequently, these children are basically forced to work to earn enough money to keep his/her family alive, so ultimately college is a very diffic ult education level to attain. Naturally, most people are equally as intelligent, but in society today it matters what environment one lives in and what quality opportunities are presented depending on social status. For most people summer is a time to relax, but if you want to keep up with your classmates maybe its time to pick up a book! During summer break there is a common decline in learning that students experience, and this is called the summer slide. Three researchers from Johns Hopkins University named Karl Alexander, Doris Entwisle, and Linda Olson, researched this issue thoroughly by performing longitudinal studies on Baltimore students from 1st grade through age 22. During the academic year, lower-class children achieved the same reading levels as their middle and upper class peers, but children from lower-class families diminished in reading skills once summer started. Children from more affluent families have more opportunities such as summer school, tutoring, and other programs that low-income children cannot afford. It is concluded: â€Å"two-thirds of the ninth grade reading achievement gap can be explained by unequal access to summer learning opportunities during elementary school†(Karl Alexander, Doris Entwisle, Linda Olson). Another recent study resulted in similar conclusions to the one completed by the researchers of Johns Hopkins University. In an essay written by McCombs, J. S., Augustine, C.H., and Schwar tz, H.L, they acknowledge that during the summer students in elementary school lose about a month of knowledge and skill, and even worse off, lower-income students can lose up to two or three months. And so low-income students fall disproportionally behind in reading while their middle and upper income peers may even gain skills in reading because of the summer activities available for them. The worst part of it all is that summer learning loss is cumulative and as time progresses, low-income and higher-income students’ performance starts to segregate, thus contributing significantly to a wider achievement gap. If you notice, in Karl Alexander, Doris Entwisle, and Linda Olson study, they talk about lower-class children achieving the same reading levels as their middle and upper class peers in a given academic year. This goes to prove that it is not so much the school and poor teaching that causes such an increase in the achievement gap between the rich and the poor over the last few decades, but the way people make use of their summers and time spent away from school regarding socioeconomic status. Not only does this apply to summers and time from school, but also a child’s success in life greatly depends on his or her family background the years before school even starts. Children have the ability to effortlessly learn a new language or a subject in school because of their cognitive skills that work much better than in later years. So it is apparent that they receive the best environment and treatment from their parents in order to start kindergarten on the right track. What can we do about the problems lower-class children in early years face in relation to poor societal status and low-income? One effective way to narrow the achievement gap between the rich and the poor would be to make sure all students have admittance to a committed, cognitively motivating environment in the comfort of their own home and in preschool locations, so no matter where the children are they can feel safe and secure in these child- friendly areas. In order to do this, we need an economy that can provide poor families with sufficient incomes/wages. More jobs, more affordable health care, and child-care programs are also necessary to increase the average income of lower-class individuals and boost the socioeconomic status so many suffer under. Another good idea to enhance the lives of young children preparing for the educational world, are programs like the Nurse-Family Partnership where nurses help low-income, first-time mothers raise their children and learn skills need ed to become a good parent and give their children the best start in life possible. Getting a good start in life and being ready for Kindergarten years is a very crucial among peers because, currently, the preparation gap for school considering middle and upper class students is much greater than lower-class students who do not have the resources necessary to catch up to their affluent pupils. Consequently, another solution that may tighten the gap between low-income students and high-income students, regarding preparation for early years of school, would be to start public education at an earlier age. At first the cost may appear to be quite expensive because of the extra years of schooling needing funding, but the social benefits of a decreased inequality gap could outweigh the costs of the extra years in the long run. In fact, it would not only reduce the inequality gap, but it would also upsurge the amount of women remaining at work after pregnancy, resulting in an increase in GDP as well. The best manner in reducing educational inequality is to guarantee that all children begin school on an even note. Schools do not have the power and the determination alone to fix the gap so it the state, federal government, and American citizens to put these issues on top of the list of economic duties. Without a proper education, students living in lower-class areas don’t ha ve the necessary tools that will help them escape the life they would otherwise resort to, crime, if school were not to work out. The Corner: A Year in the Life of an Inner-City Neighborhood by David Simon and Edward Burns is a good example of why improvements in education opportunities and achievement for low-income cities need to be made. Through the eyes of the protagonist DeAndre McCullough, we are introduced to the brutal, threatening conditions of inner city life, which many low-income students suffer from due to a number of socioeconomic problems they face. As a result of being a victim of these conditions, DeAndre has lost all motivation to think about his future, â€Å"Maybe he’d think more about his future if it were clear he had one.†(David Simon). He has accepted the fact that his life could end at any moment, ultimately resulting in a loss of purpose. This acceptance is reflected in others with similar situations, they turn to the streets because â€Å"In this place only, they know what they are, why they are, and what it is that they are supposed to do. Here, they almost matter†(David Simon). Children who are not born with the privileges rich peers have acquired, have a choice between joining the street life to get by or follow an educational route; but unfortunately in society today, the first choice is more promising. However, with proper motivation and better learning facilities, young teenagers like DeAndre don’t have to make these assumptions. The achievement gap between the poor and rich is continuously widening due to the fact that low-income children can’t break out of their parents’ social status very easily while wealthy children have all the resources necessary to be prosperous. According to Stanford professor Sean Reardon, the difference in average academic skills of children in low-income and high-income families is â€Å"roughly 30 to 40 percent larger among children born in 2001 than among those born twenty-five years earlier†(Reardon). Low-income students usually end up just keeping their parents socioeconomic status because they cannot afford to attend nice schools and acquire all the outside resources and extra help necessary; vise versa, families with high income have a greater chance to send their children to sufficient schools and tend to have saf er learning environments than low-income individuals. It is the poor staying relatively still throughout the twenty-five years regarding increased income, while the middle/upper class group accumulates a lot of money, which, in turn, increases the income gap between the two groups. The increase in the income gap between poor and rich parents means that there is an increase in the achievement gap between poor and rich students. In recent years, a lot of focus has been put on preparing young children for next level education like Kindergarten and elementary school, because ensuring readiness is very important for a proper learning experience. However, let’s take into account all the negative aspects that normally play into the socioeconomic background of students in low-income families: 1) Low-income level of parents, 2) parents unemployed or have minimum wage jobs, 3) either parents never went to college or never even finished high school, 4) single mother/ father in prison (Willis, 2007). Low-income students from these kinds of families have a small chance of social mobility and will likely just follow in the footprints their parents left behind. Adolescences don’t have the motivation to try in school because they know where their life is going to be headed regardless. Many poor families would love to get off of welfare, live on the beach, achieve a better socioeconomic status, etc. but segregation between low-income families and middle/high income families forces the two groups to live in areas corresponding to their income level. So even if poor students want to gain a sufficient education, they will have a lot of trouble getting it because poverty follows them wherever they go. As we already know, education opportunities of children from low-income families are consistently worse than those of the middle and upper class. Such a situation is very dangerous for the future of children because, currently, education is one of the major conditions that lead individuals to progress and a successful career. In fact, without good education, these children will not have good job opportunities and, therefore, the competitiveness in the labor market will be extremely low. And not only does poverty link to poor education, it also strongly correlates with meager health benefits. Poor health is affecting the low-income population due to low paying jobs having bad health insurance and not giving individuals enough money to get better insurance. Middle-class and upper-class societies are given better health benefits than the poor, less fortunate because they have more opportunities in attaining jobs with good health benefits. As a result, the lack of educational opportunities deprives them of future job opportunities and health benefits, and children from low-income families are stuck in a kind of vicious circle, from which only few can find the way out. The opportunities presented to the middle-class and upper-class population are a lot more abundant and superior quality. The Federal government and the state governments need to find a balance between the two economic groups and offer better schooling to the less fortunate so they can catch up to the standards of the better educated collection of individuals and families. This inequality of achievement between the social classes is leaving the poor in the dust as the middle and upper class individuals take advantage of all the necessities of a good education. Work Cited: Alexander, K. L, Entwisle, D., & Olson, L. (2007). Lasting consequences of the summer learning gap. American Sociological Review, 72, 167-180. Hernandez, D.J. (2011) Double jeopardy: Highways creation linked to the economy. Baltimore: Annie E. Casey Foundation. Kahlenburg, Richard D. â€Å"5 Myths About Who Gets Into College.†Read, Reason, Write An Argument Text and Reader. New York: McGraw-Hill, 2012. McCombs, J. S., Augustine, C. H., Schwartz, H. L, Bodilly, S. J., McInnis, B., Lichter, D. S, & Cross, A. B. (2011). Making summer count: How summer programs can boost students’ learning. Santa Monica, CA: RAND. Reardon, S.F. (2012). The widening academic achievement gap between the rich and the poor. Community Investments: Summer 2012, 24(2), 19-39.
Saturday, September 14, 2019
Employee retention Essay
1. INTRODUCTION In these changing times both the employee & employer are under tremendous pressure to perform. There is fierce competition not only in the industry but also across categories. This new liberalized cutting edge technology driven environment has made employee retention mind-boggling. The fast pacing change across the globe has made the new employee & employer relationship irreversible. However all corporations not only in IT sector but also traditional manufacturing sector are attempting to stem attrition. This paper attempts to unravel this paradox & study the various facts that surround this burning issue. There are many tactics and strategies used to retain employees in organizations. The basic purpose of these strategies is to increase employee’s satisfaction, boost employee morale, and achieve retention. Sometimes, retention strategies are not used properly and wrong retention strategies are used. As a result of this, these strategies fail to achieve the desired results. There are costs associated with employee turnover. The impact of employee turnover on organizations is that it often engenders far-reaching consequences and may jeopardize efforts to attain organizational objectives (Hill and Jones, 2001). In addition, Hill and Jones (2001) indicated that when an organization loses a critical employee, there is a negative impact on innovation, consistency in providing service may be jeopardized, and major delays in the delivery of services to customers may occur. A decline in the standard of service could also adversely affect the satisfaction of internal and external customers and consequently, the profitability of the organization. It is for these reasons that the paper sought to assess retention strategies in organizations and how they affect workers‟ performance. Let us see what â€Å"Employee Retention†used to mean This entails understanding just a little history. The term â€Å"employee retention†first began to appear with regularity on the business scene in the 1970s and early ’80s. Until then, during the early and mid-1900s, the essence of the relationship between employer and employee had been (by and large) a statement of the status quo: You come work for me, do a good job, and, so long as economic conditions allow, I will continue to employ you. It was not unusual for people who entered the job market as late as the 1950s and ’60s to remain with one employer for a very long timeâ€â€sometimes for the duration of their working life. If they changed jobs, it was usually a major career and life decision, and someone who made many and frequent job changes was seen as somewhat out of the ordinary. What is 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. The human resource of an organization consists of management and employees. Human resources are key assets to organizations. Employees have to be motivated to stay in an organization. When employee retention strategies function properly, they increase the commitment of employees towards organizational goals. Thus, if the commitment of employees is won by management through employee retention strategies, it increases job satisfaction, motivates employees to work hard as well as encourages workers to stay in their organization. Hence, employees will be satisfied with their job and be motivated to work hard, thereby leading to improved employee performance. Improvement in employee performance leads to achievement of organizational goals. 1.1. LITERATURE REVIEW Williams and Dreher (1992), wages is the key factor influence in the employee attraction and retention, and play important role in the recruitment process. Highhouse et al, (1999) recommend that only pay is not sufficient to retain the employees. He argues that low pay package will drive workers out the organization but it is not necessary that high pay package bring and keep the workers in the organization. Ultimately, the workers stay in the organization due to others factors i.e. work environment, co-workers behaviour and supervisor support etc. which compel the employee to retain in the organization. According to Osteraker (1999), the employee satisfaction and retention are considered the Cornerstone for success of organization. Past study divided it into social, mental or physical Dimension. The grouping is based on social contacts at works, characteristics of the work task or the physical and material circumstances associated with work. The retention factors of the mental dimension are work characteristics, employees are retaining by flexible tasks where they can use their knowledge and see the results of their efforts. The social dimension refers to the contact employees have with other people, both internal and external. The physical dimension consists of working conditions and pay. order to retain employees the organization need to gain information about the dynamics that characterized the motivation to work. According to Smith (2001) money bring the workers in the organization but not necessary to keep them. According to Ashby and Pell money satisfies the employee but it is not sufficient to retain the employee means it is insufficient factor. Money is not considered as primary retention factor (Brannick, 1999). Many organization implement very good employees retention strategy without offering high compensation or pay based retention strategy (Pfeffer, 1998). In such circumstances a wide number of factors are seems for successful retention of employees. The existence of other retention factors cannot be ignored. Kehr (2004), explains that the implicit retention factors in spontaneous, expressive and pleasurable behaviour and can be divided into three variables; power, achievement and affiliation. Power refers to dominance and social control. Achievement is when personal standards of excellence are to be met or exceeded and affiliation refers to social relationships which are established and intensified. Implicit and explicit retention factors relate to different aspects of the person, but both are important determinants of behaviour Thompson and Prottas (2005) examined the relationship between employee turnover intention and organization support such as supervisor support, flex time work family culture and co-worker support etc, and they conclude that organization support reduced the employee turnover intention. Pasewark and Viator (2006) places flexible work arrangement as an very important part of work family support that plays pivotal rule in the retention of employees. Ihsan and Naeem (2009), indicated that Pharmaceutical sales force rated pay and fringe benefits as the most important retention factor which is supported by the findings of past studies In addition, it indicate that pay and fringe benefits is highly valued by the sales force of all demographic Backgrounds. It’s possible explanation could be that pays and fringe benefits enable salespersons to fulfil their physiological as well as esteem needs. Thus, critical review of the current incentive schemes is required to make them more effective to cater to needs of the sales in both multinational and local pharmaceutical companies to retain their talent workers. Yanadoria and Katob (2010) investigated the family support effects at workplace and concluded the statistical importance of relationship between work family support and employee retention, the recent research recognize that existence of family support within the organization reduce the turnover intention and help the retention of talented employees in the organization. According to BC Jobs, in a survey commissioned by their company, only two percent of executives said employees leave because of lifestyle changes, such as relocation. When top performers start jumping ship, it’s most often for professional, not personal, reasons. In another survey commissioned by the same company, executives said that good employees leave primarily because of limited opportunities for advancement (39 percent), unhappiness with management (23 percent) and lack of recognition (17 percent) (BJ JOBS, 2012). Employee retention techniques go a long way in motivating the employees for them to enjoy their work and avoid changing jobs frequently. Why do Employees Leave? Research says that most of the employees leave an organization out of frustration and constant friction with their superiors or other team members. In some cases low salary, lack of growth prospects and motivation compel an employee to look for a change. The management must try its level best to retain those employees who are really important for the system and are known to be effective contributors. It is the responsibility of the line managers as well as the management to ensure that the employees are satisfied with their roles and responsibilities and the job is offering them a new challenge and learning every day. Let us understand the concept of employee retention with the help of an example: Manisha was a talented employee who delivered her best and completed all her work within the desired time frame. Her work lacked errors and was always found to be innovative and thought provoking. She never interfered in anybody else’s work and stayed away from unnecessary gossips and rumours. She avoided loitering around at the workplace, was serious about her work and no doubts her performance was always appreciable. Kumar, her immediate boss never really liked Manisha and considered her as his biggest threat at the workplace. He left no stone unturned to insult and demotivate Manisha. Soon, Manisha got fed up with Kumar and decided to move on. Situation 1 – The HR did not make any efforts to retain Manisha and accepted her resignation. Situation 2 – The HR immediately intervened and discussed the several issues which prompted Manisha to think for a change. They tried their level best to convince Manisha and even appointed a new boss to make the things better for her. Situation 1 would most likely leave the organization in the lurch. It is not easy to find an employee who gels well with the system and understands the work. Hiring an employee, training him and making him fit to work in an organization incur huge costs and thus sincere efforts must be made to retain the employee. Every problem has a solution and the management must probe into the exact reasons of an employee’s displeasure. Employees sticking to an organization for a longer time tend to know the organization better and develop a feeling of attachment towards it. The employees who stay for a longer duration are familiar with the company policies, guidelines as well as rules and regulations and thus can contribute more effectively than individuals who come and go. 10 important factors that can impact employee retention in the organization Shorten the feedback loop- Do not wait for an annual performance review or evaluation to come due to give feedback on how an employee is performing. Most team members enjoy frequent feedback about how they are performing. Shortening the feedback loop will help to keep performance levels high and will reinforce positive behavior. Feedback does not necessarily need to be scheduled or highly structured; simply stopping by a team member’s desk and letting them know they are doing a good job on a current project can do wonders for employee morale and help to increase retention. Offer a competitive compensation package- Any team member wants to feel that he or she is being paid appropriately and fairly for the work he or she does. Be sure to research what other companies and organizations are offering in terms of salary and benefits. It is also important to research what the regional and national compensation averages are for that particular position. You can be sure that if your co mpensation package is not competitive, team members will find this out and look for employers who are willing to offer more competitive compensation packages. Balance work and personal life- family is incredibly important to team members. When work begins to put a significant strain on one’s family no amount of money will keep an employee around. Stress the importance of balancing work and one’s personal life. Small gestures such as allowing a team member to take an extended lunch once a week to watch his son’s baseball game will likely be repaid with loyalty and extended employment with an organization. Beware of burnout- staff adequately to reduce the amount of unwanted overtime a team member must work. Some employees enjoy the extra money that accompanies overtime hours, while others would rather spend their time with their families or doing other activities they enjoy. Burnout can be a leading cause of turnover. Recognize the warning signs and give employees a break when they need it. Provide opportunities for professional development and growth – offer opportunities for team members to acquire new skills and knowledge useful to the organization. If an employee appears to be bored or burned out in a current position offer to train this individual in another facet of the organization where he or she would be a good fit. Nobody wants to feel stuck in their position will no possibility for advancement or new opportunities. The ability to provide input and be taken seriously – everybody has opinions and ideas, some are better than others. However every team member wants to feel that their input is welcome and will be taken seriously without ridicule or condescension. Some of the greatest ideas can come from the most unlikely of places and people. Creating a culture where input is welcome from all level of the organizational chart will help your organization grow and encourage long term employee retention. Management must take the time to get to know team members- it’s not a big surprise that one of the greatest complaints that employees express in exit interviews is a feeling that management didn’t know they existed. Nobody wants to feel like just another spoke in a big wheel. Managers are very busy – everybody is busy, but it is crucial that managers and supervisors take the time get to know the team members who work under them. Learn and remember a team member’s name , what skills and talents they bring to the table, and what their business interests are. The time spent by management getting to know team members is well invested and can eliminate the headaches caused by having to continually hire and re-train new employees. Provide the tools and training an employee needs to succeed- nothing can be more frustrating to an employee than a lack of training or the proper tools to successfully complete his or her duties. You wouldn’t try to build a house without a hammer, so why should an office job be any different? Providing a team member with the tools and training she needs to be successful shows a commitment and investment in that employee and will encourage the team member to stay with the organization. Make use of a team member’s talents, skills, and abilities- all team members have knowledge, skills, and abilities that aren’t directly related to their job description, but are still useful to an organization. Utilizing a team member’s talents in areas other than their current position will indicate to an employee that management appreciates and recognizes all that an employee has to offer to the organization. This can also provide work variety and helps to break up the everyday grind of work. Never threaten a team member’s job or income – While threatening an employee with termination or demotion might seem like a surefire way to get the results needed from him or her, doing so will likely cause the employee to leave the organization. Put yourself in the employee’s shoes, what is the first thing you would do if your job was threatened? Odds are you would probably update your resume and start checking for open job postings expecting the worst. If a team member’s performance is not what you had hoped it would be, work with that team member on ways to improve his performance, saving termination only as a last resort. The Advantages of Employee Retention Acquiring Talent When organizations retain their employees, they avoid hiring costs. These are often hidden costs. The cost to post on job boards can be annual or a one-time expense. Agencies charge a percentage of an employee’s annual wages. Larger companies may have staffing departments whose sole responsibility is screening and interviewing talent. Other companies may assign this task to department heads or other individuals in the organization. The time an individual spends screening and reviewing resumes takes him away from his main job responsibilities. The hiring process is risky. Background checks, personality testing and aptitude testing can predict a candidate’s capability, but there is still a risk. Training and Development Retaining workers reduces training costs. Recruits need to be trained in business practices specific to the employer’s software, culture and office practices. Training requires one or more current employees to take time away from their job responsibilities to educate the new employee on the organization’s way of doing business. Two or more people are on the company payroll producing the results of one person. In the first 90 days, a new hire costs the company money. When companies retain employees, training dollars can be used to further develop the work force. Long-term associates have the experience to review what has worked before and apply that knowledge to future situations. Skilled Labour Force Employment retention develops a strong staff. Working individually or in teams these individuals share knowledge and expertise. The future managers of an organization come from this work pool. These employees are the historians of an organization’s successes and challenges, and provide mentoring to new hires They are committed to the continued growth of the origination and its work force. These individuals have finessed the inner workings of an organization. As they continue to develop their skills, the organization benefits. Impact on Customer Service Employee retention has a positive impact on customer service. Turnover brings disruption in customer service, loss of business and possible negative business impacts. An organization’s customer base expects consistent and reliable service. There is a learning curve with new hires and thus the potential for error or poor communication with a client. This can impact business relationships. Long-term employees develop relationships with customers. They know the clients’ preferences and can anticipate future needs. This knowledge develops over time. 1.2. COMPANY PROFILE Dr. Reddy’s Laboratories Ltd, is a pharmaceutical company based in Hyderabad, Andhra Pradesh, India. The company was founded by Anji Reddy, who had previously worked in the publicly owned Indian Drugs and Pharmaceuticals Limited, of Hyderabad, India. Dr. Reddy’s originally launched in 1984 producing active pharmaceutical ingredients. In 1986, Reddy’s started operations on branded formulations. Within a year Reddy’s had launched Norilet, the company’s first recognized brand in India. Soon, Dr. Reddy’s obtained another success with Omez, its branded omeprazole – ulcer and reflux oesophagi is medication – launched at half the price of other brands on the Indian market at that time. Within a year, Reddy’s became the first Indian company to export the active ingredients for pharmaceuticals to Europe. In 1987, Reddy’s started to transform itself from a supplier of pharmaceutical ingredients to other manufacturers into a manufacturer of pharmaceutical products. Dr. Reddy’s manufactures and markets a wide range of pharmaceuticals in India and overseas. The company has over 190 medications, 60 active pharmaceutical ingredients (APIs) for drug manufacture, diagnostic kits, critical care, and biotechnology products. Dr. Reddy’s began as a supplier to Indian drug manufacturers, but it soon started exporting to other less-regulated markets that had the advantage of not having to spend time and money on a manufacturing plant that would gain approval from a drug licensing body such as the U.S. Food and Drug Administration (FDA). By the early 1990s, the expanded scale and profitability from these unregulated markets enabled the company to begin focusing on getting approval from drug regulators for their formulations and bulk drug manufacturing plants in more-developed economies. This allowed their movement into regulated markets such as the US and Europe. By 2007, Dr. Reddy’s had six FDA plants producing active pharmaceutical ingredients in India and seven FDA-inspected and ISO 9001 (quality) and ISO 14001 (environmental management) certified plants making patient-ready medications – five of them in India and two in the UK. In 2010, the family-controlled Dr Reddy’s denied that it was in talks to sell its generics business in India to US pharmaceutical giant Pfizer, which had been suing the company for alleged patent infringement after Dr Reddy’s announced that it intended to produce a generic version of Atorvastatin, marketed by Pfizer as Lipitor, an anti-cholesterol medication. Reddy’s was already linked to UK pharmaceuticals multinational Glaxo Smithkline. VISION: To become a discovery ruled global pharmaceutical company with a core purpose of helping people lead healthier lives MISSION: To be first Indian pharmaceutical company that successfully takes its products from discovery to commercial launch globally VALUES: In pursuit of purpose of providing affordable and innovative medicines for healthier lives, Dr. Reddy’s will create an environment of innovation and learning while continually reaching for higher levels of excellence. Integrity and Transparency: Dr. Reddy’s will uphold the highest standards of integrity and transparency in all their interactions. Safety: Dr. Reddy’s are committed to providing safe working environments through continuous improvement of their infrastructure, work practices and behaviors. Quality: Dr. Reddy’s are dedicated to designing quality into their products and processes to delight their stakeholders. Productivity: Dr. Reddy’s strive to achieve more with less through a culture of innovation, continuous improvement and a sustained focus on elimination of waste. Respect for the Individual: Dr. Reddy’s are committed to creating a work environment that encourages diverse perspectives and upholds the dignity of work and of individuals. Collaboration and Teamwork: Dr. Reddy’s will leverage expertise and resources from across their global network to create greater value for their stakeholders. Sustainability: Dr. Reddy’s will create value for all their stakeholders in a manner that respects their natural environment and serves the best interests of the communities in which they live and work. BOARD OF DIRECTORS: Dr. Reddy’s board of directors are experts in the diverse fields of medicine, chemistry and medical research, human resource development, business strategy, finance, and economics. They review all significant business decisions and committees appointed by the board focus on specific areas. WHOLE-TIME DIRECTORS: G.V. Prasad – Chairman and chief executive officer Satish Reddy – vice chairman and managing director INDEPENDENT AND NON-WHOLE TIME DIRECTORS: 1. Dr. Omkar Goswami 2. Mr. Ravi Bhoothalingam 3. Mr. Anupam Puri 4. Dr. J. P.Moreau 5. Ms. Kalpana Morparia 6. Dr. Bruce LA Carter 7. Dr. Ashok Ganguly 8. Mr. Sridhar Iyengar BOARD COMMITTEES: There are seven board- level committees at Dr. Reddy’s, namely 1. Audit Committee 2. Nomination, Governance & Compensation Committee 3. Risk Management Committee 4. Science, Technology and Operations Committee 5. Shareholders’ Grievance Committee 6. Investment Committee 7. Management Committee The Management Council is the top tier of Dr. Reddy’s company’s management structure. The management of Dr. Reddy’s has developed and implemented policies, procedures and practices that attempt to translate our company’s vision, mission and purpose into reality. The management also identifies, measures, monitors and controls the risks factors in the business and ensures safe, sound and efficient operation. The Management Council meets every quarter under the chairmanship of the CEO. Global employee strength of DR. REDDY’S Fig 1.2.1 Employee turnover Turnover Rate 2008-09 2009-10 2010-11 2011-12 Overall India 16.20% 16.30% 14.30% 12.70% 18.20% 18.00% 0.70% 20.80% Fig 1.2.2 1.3. EMPLOYEE RETENTION AT DR. REDDY’S: Dr. Reddy’s has dozens of individual and team-based awards that recognizes teamwork, innovation, institution-building, and social Dr. Reddy’s uses extensive structured coaching to encourage continual dialogue between managers and employees to enhance employee engagement. As well, the company has a formal system in which senior managers mentor employees and job mentors serve as mentors in plants. Respect for the Individual: They are committed to creating a work environment that encourages diverse perspectives and upholds the dignity of work and of individuals.They have begun to have more presence at campuses, they have announced higher rewards for team members on successful referrals of women or differently able professionals to the organisation and they continue to encourage employees to shift within the organisation to different domains and functions through internal job posting opportunities. One of the key attempts of the leadership at Dr. Reddy’s is to enable each one of their talented employees to see the cathedral they are helping to raise, and give them a hand if they run into rough spots. Building this environment to inspire are several elements drawn from global HR experiences and the best of management intuition. Exit interviews: Exit interviews are conducted with departing employees just before they leave. From the employer’s perspective, the primary aim of the exit interview is to know the reasons for the person’s departure, on the basis that criticism is a helpful driver for organizational improvement. Good exit interviews should also yield useful information about the employer organization, to assess and improve all aspects of the working environment, culture, processes and systems, management and development, etc. 2. OBJECTIVES To find out the Factors that make employees retain in the organization for a long period of time. To know the reasons why employees move out of the organization How is Dr. Reddy’s putting efforts in understanding employees? What are the steps taken by the company to retain their employees? What are the important elements that an employee looks in an organization to work? 3. SCOPE The scope of this project was to focus on employee retention in DR. Reddy’s Laboratories CTO1 Bollaram, Hyderabad , India (pharmaceutical company). The scope is limited to R0 and R1 employees in the organization. The approx. number is 100. The sample size is 40 employees out of 100 R0 and R1 employees. LIMITATIONS No proper inputs were provided by Dr. Reddy’s laboratories CTO1 management. Dr. Reddy’s has instead to limit the questions in a questionnaire to 10. Duration for of the project was just two months. 4. Research Methodology 4.1. Research Design In this study where we translate a research problem into questionnaires, and then use the questionnaires to create data and also indicated that survey is a process of asking many people the same questions and examining their answers. Hence, respondents were asked the same questions. The aim of a survey is to obtain information which can be analyzed and comparisons made 4.2. Sample Selection The target population for the study was all employees working in DR. Reddy’s. The list of all the workers in the organizations served as the sampling frame. Out of the sampling frame, the sampling units were identified. The individual persons in the organizations such as R0 and R1 categories of employees were used as sampling units for the study. The study population was junior and senior staffs DR. Reddy’s. The total number of employees in these categories is approximately 100. Out of the 100, 40 respondents were selected to specifically provide information that would be relevant to the study. The sample size was obtained by calculating 40% on the total population. 4.3. Data Collection Methods for Collecting Primary Data Questionnaires were the tools used for collecting the primary data for the study. The questionnaires contained closed-ended questions. The questions focused on employee’s work satisfaction in the organization. Questionnaires and face-to-face interviews were effective methods used in collecting the primary data. Questionnaires were useful for the research since I could reach many respondents within a short time. Moreover, the face-to-face interview also enabled me to observe the surroundings and nonverbal communication of respondents. The language that was used for the face-to-face interview was English, Hindi and Telugu. 5. ANALYSIS AND INTERPRETATION: 1. How long have you been employed at Dr. Reddy’s? Graph 5.1 Interpretation: As per the respondents 0% of employees mentioned that they have been employed at Dr. Reddy’s for less than 1 year, 15% of employees mentioned that they have been employed at Dr. Reddy’s from 1-3 years, 30% of employees mentioned that they have been employed at Dr. Reddy’s from 3-5 years, 35% of employees mentioned that they have been employed at Dr. Reddy’s from 5-10 years and 20% of employees mentioned that they have been employed at Dr. Reddy’s for more than 10 years. 2. What factors have influenced you to remain with Dr. Reddy’s? SCORE 3 as most preferred, 2 as second preferred and 1 s last preferred) Graph 5.2 Interpretation: As we can see in the above graph, leadership (brand) has got majority score, which is actually retaining the employees in the organization. Benefit packages, working conditions and shift works are also motivate employees in a large scale to retain in DR. Reddy’s. Pay has got the lowest score as per the respondents i.e. 8.75% 3. How satisfied are you with your career development within Dr. Reddy’s? Graph 5.3 Interpretation: As per the respondents 0% of employees mentioned that they are dissatisfied with the career development at Dr. Reddy’s, 17.5% of employees mentioned that they are somewhat dissatisfied with the career development at Dr. Reddy’s, 27.5% of employees mentioned that they are neutral with the career development at Dr. Reddy’s, 70% of employees mentioned that they are satisfied with the career development at Dr. Reddy’s, 10% of employees mentioned that they are very satisfied with the career development at Dr. Reddy’s Regarding the promotions and hikes within the organization, majority of the employees seem to be satisfied. This is a good sign, but still Dr Reddy’s laboratories ltd management need to work on this issue as this plays a vital role in retaing employees in the organization for a longer period of time 4. What is your level of satisfaction with the attitude of teamwork within Dr. Reddy’s? Graph 5.4 Interpretation: As per the respondents 32.5% of employees mentioned that they are neutral towards the level of satisfaction with the attitude of teamwork at Dr. Reddy’s, 67.5% of employees mentioned that they are satisfied with the level of satisfaction with the attitude of teamwork at Dr. Reddy’s and none of the employees choose the rest of the options i.e; dissatisfied, somewhat dissatisfied and very satisfied. Most of the employees seem to be satisfied with their colleagues which will in turn reduces the internal conflicts between the employees. 5. I feel that my contribution is respected and appreciated by the department. Graph 5.5 Interpretation: As per the respondents 0% of employees mentioned that they strongly disagree that their contribution is respected and appreciated by the department, 0.05% of employees mentioned that they disagree that their contribution is respected and appreciated by the department, 42.5% of employees mentioned that they are neutral that their contribution is respected and appreciated by the department, 47.5% of employees mentioned that they agree that their contribution is respected and appreciated by the department and 0.05% of employees mentioned that they strongly agree that their contribution is respected and appreciated by the department. Approximately 50% here agree that their work is appreciated by the department which is a good sign. But Dr Reddy’s laboratories ltd needs to work more in this area to increase these figures in a positive way. 6. I have a comprehensible course for career advancement inside Dr. Reddy’s. Graph 5.6 Interpretation: As per the respondents 0% of employees strongly disagree that they have a comprehensible course for career advancement inside Dr. Reddy’s, 20% of employees disagree that they have a comprehensible course for career advancement inside Dr. Reddy’s, 57.5% of employees are neutral that they have a comprehensible course for career advancement inside Dr. Reddy’s, 22.5% of employees agree that they have a comprehensible course for career advancement inside Dr. Reddy’s and 0% of employees strongly agree that they have a comprehensible course for career advancement inside Dr. Reddy’s Coming to career development within the organization employees are not much satisfied and they are on a diplomatic side by answering neutral. 7. The workload placed on personnel is fair and realistic. Graph 5.7 Interpretation: As per the respondents 0% of employees strongly disagree that the workload placed on personnel is fair and realistic, 7.5% of employees disagree that the workload placed on personnel is fair and realistic, 17.5% of employees are neutral that the workload placed on personnel is fair and realistic, 52.5% of employees agree that the workload placed on personnel is fair and realistic and 22.5% of employees strongly agree that the workload placed on personnel is fair and realistic. These figures tell us that Dr Reddy’s laboratories ltd is a friendly environment to work with, where there is no work pressure. 8. Have you ever considered leaving Dr. Reddy’s? Graph 5.8 Interpretation: As per the respondents 32.5% of employees mentioned that they considered leaving Dr. Reddy’s and 67.5% of employees mentioned that they never considered leaving Dr. Reddy’s. It’s a good sign were approximately 70% of the employees are not considering to leave Dr Reddy’s laboratories ltd. 9. If your answer was yes to the previous question; what would be the reasons? Previous question (Have you ever considered leaving Dr. Reddy’s?) Graph 5.9 Interpretation: We can notice as majority of the employees i.e. 48.75% of employees want to leave the organization for better pay and benefits. Better opportunities and relocation are also playing a vital role in employees leaving the organization. Only 6% of employees feel there is no proper communication in the organization. 6. FINDINGS Retention is all about managing people. If an organization manages people well, employee retention will take care of itself. Organization should focus on managing the work environment to make a better use of human resources. As per the survey, Dr Reddy’s laboratories ltd employees like to work where these are present. Appreciation for the work done by the employee. More opportunities to grow within in the organization. A friendly and cooperative environment between the employees. A feeling that the organization is second home to the employees. Findings regarding Dr. Reddy’s Laboratories Effective leadership is also motivating them to work with Dr. Reddy’s. Salaries are not up to the expectations of the employees in Dr. Reddy’s. Dr. Reddy’s is having an employee friendly environment. Where employees feel more comfortable while working. Dr. Reddy’s has cross-functional project teams, encourage employees to shift within the organization to different domains and internal job posting opportunities. Dr. Reddy’s SPEAK OUT program is a communication channel open to all employees. The program is conducted every month by the Senior Managers of the respective locations encourages the employees to open up and discuss any issues be it professional or personal. Dr. Reddy’s REACH OUT program similar to speak out, which encourages employees to use drop boxes to convey their suggestions, raise or highlight any issue which they may not be comfortable to come forward or if they wish to maintain anonymity. Dr. Reddy’s has a team-based award that recognizes teamwork which in turn motivates employees. 7. CONCLUSION AND RECOMMENDATIONS Conclusion Retention has emerged as one of the dominant themes in management studies during the past decade. The goal of this report was to understand the reasons behind employee’s retention in the organization. The report attempts to provide the facts with a better understanding of employees and their needs. The employee demands such as good working conditions and having development opportunities are just two factors to be mentioned. Dr. Reddy’s laboratories should have good communication, hiring management with strong human relation skills, providing growth opportunities and consulting with employees, formally and informally, will strengthen the bond with the organization, but will not guarantee their loyalty. Herzberg, through his motivation-hygiene theory suggests that job satisfaction and job dissatisfaction are produced by different work factors. What makes people unhappy is not what they do but how well they are treated. Recommendations Though Dr Reddy’s laboratories ltd is doing a great job it can still improve its working conditions to have work satisfaction in the employees and to retain them for a longer period of time. Dr. Reddy’s management can provide support in the form of work-life balance. Work life balance includes Flexible hours Alternate work schedules Vacations Dr. Reddy’s management should give little more importance to the Career growth and development of the employee within the organization. A manager plays a role of a mentor, they are the ones who involve employees in the work. So they need to hire managers who can make and maintain good relations with their subordinates. Promoting team work will improve the relationship between employees. This can lead to good and healthy competition and relation between the employees. Management of Dr. Reddy’s can support employees by providing them recognition and appreciation. 8. ANNEXURE 1. How long have you been employed at DR.Reddy’s? 1. Less than 1 year 2. 1-3 years 3. 3-5 years 4. 5-10 years 5. More than 10 years 2. What factors have influenced you to remain with Dr. Reddy’s? ( SCORE 3 as most preferred, 2 as second preferred and 1 s last preferred) 1. ___ Pay 2. ___ Benefit Package (Health Insurance, ect.) 3. ___ Promotional Opportunities 4. ___ Work hours/Shift work 5. ___ Loyalty to community 6. ___ Team culture/peer relations 7. ___ Working conditions( i.e. Safety) 8. ___ Leadership (Dr. Reddy’s only) 9. ___ Training 10. ___ Retirement plan 11. ___ Contribution to the Organization 3. How Satisfied are you with your career development within Dr. Reddy’s? 1. Dissatisfied 2. Somewhat Dissatisfied 3. Neutral 4. Satisfied 5. Very Satisfied 4. What is your level of satisfaction with the attitude of teamwork within Dr. Reddy’s? 1. Dissatisfied 2. Somewhat Dissatisfied 3. Neutral 4. Satisfied 5. Very Satisfied 5. I feel that my contribution is respected and appreciated by the department. 1. Strongly Disagree 2. Disagree 3. Neutral 4. Agree 5. Strongly Agree 6. I have a comprehensible course for career advancement inside Dr. Reddy’s. 1. Strongly Disagree 2. Disagree 3. Neutral 4. Agree 5. Strongly Agree 7. The workload placed on personnel is fair and realistic. 1. Strongly Disagree 2. Disagree 3. Neutral 4. Agree 5. Strongly Agree 8. Have you ever considered leaving Dr. Reddy’s? 1. Yes 2. No 9. If your answer was yes to the previous question; what would be the reasons? (SCORE 3 as most preferred, 2 as second preferred and 1 s last preferred) 1. Pay and benefits ____ 2. Better opportunity ____ 3. Family reasons ____ 4. New challenges ____ 5. Relocation ____ 6. Leadership ____ 7. Poor or no communication ____ 8. Job security ____
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