A SYNOPSIS ON

“EMPLOYEE RELATION”
AT
“CAPITAL IQ”
BY
YELURI APARNA
(HALL TICKET NO: 2129-21-672-054)
Synopsis for project to be submitted for the award
of the degree of
MASTER OF BUSINESS ADMINISTRATION
OSMANIA UNIVERSITY
2021-2023

AURORA’PG COLLEGE, NAMPALLY

INTRODUCTION
Employee Relations involves the body of work concerned with maintaining employer-
employee relationships that contribute to satisfactory productivity, motivation, and morale.
Essentially, Employee Relations is concerned with preventing and resolving problems
involving individuals which arise out of or affect work situations.
Advice is provided to supervisors on how to correct poor performance and employee
misconduct. In such instances, progressive discipline and regulatory and other requirements
must be considered in effecting disciplinary actions and in resolving employee grievances
and appeals. Information is provided to employees to promote a better understanding of
management's goals and policies. Information is also provided to employees to assist them in
correcting poor performance, on or off duty misconduct, and/or to address personal issues
that affect them in the workplace. Employees are advised about applicable regulations,
legislation, and bargaining agreements. Employees are also advised about their grievance
and appeal rights and discrimination and whistleblower protections.
Employee Relations is a leading international academic journal focusing on the importance of
understanding and merging corporate, management and employee needs to achieve optimum
performance, commitment and effectiveness, addresses research, practice and ideas about
relationships between employments. International issues are covered in all areas of HR and
industrial relations. A stringent double-blind review of each paper is undertaken to ensure its
relevance and validity.
Coverage
 Communication, participation and involvement
 Developments in collective bargaining
 Equal opportunities
 Health and safety
 HRM
 Industrial relations and employment protection law
 Industrial relations management and reform
 Organizational change and people
 Personnel and recruitment
 Quality of working life
Topicality
Today's turbulent business environment makes increasing demands on managers and
workforces, as competitive standards rise and expectations of individuals increase. Managers
must respond positively to changes in contemporary workforce attitudes if they are to get the
performance levels they need.
Key Benefits
The journal addresses key issues through authoritative, refereed papers by distinguished
international academics and practitioners, Internet site critiques and publications. It suggests
alternative strategies for improving working conditions and developing constructive
relationships between managers and workforce.
THEORETICAL REVIEW
Employee relations can make or break an organization. Great employee relations will make a
business successful in the long run. A good understanding between employees and employers
is important to reduce industrial disputes.
A positive relationship between employers and employees leads to higher motivation and
employee engagement. When employees are happy, they are more productive. They will put
more effort into their work, and this translates into satisfied customers and more
revenue. While developing and maintaining good employee relations can be challenging in
most workplaces, healthy relationships among workers are beneficial not only to the
individuals but to the entire organization. Managers should set a good example when it comes
to employee relations. Managers who have a good working relationship with their employees
help establish a culture that encourages great employee relations.
Establishing and strengthening the employee and employer relationship can be achieved by
measuring employee satisfaction, identifying and resolving workplace issues, and providing
input and support to the performance management system of the company. The most
successful organizations around the world are those that pay attention to labor management,
creating an environment where the employees can use their skills to the fullest. It is only
when employees feel that their contribution is valued and respected that such an environment
is created. Workers who don’t get any recognition for their efforts are much more likely to
become disillusioned. Organizations that invest in good employee relations, however, can
witness numerous benefits.
1. Growth and Development
A harmonious relationship between employees and employers contributes to economic
growth and development, which then leads to an increase in efficiency. Greater efficiency, in
turn, leads to higher productivity and growth. It is important to keep the employees motivated
if organizations want to get the best from them. Workers lacking in motivation will reduce
productivity in a workplace.
When employees have a positive relationship with their managers, they will work more
efficiently. They will put their best efforts (not the minimum effort) to ensure the success of
the project. Organizations that have harmonious relationships will be able to ensure
continuity of production. Proper use of resources ensures maximum production. Employees
will be motivated to work hard, and this will help the organization grow.
2. Reduction in Turnover
Employee relations are the backbone of any business. Poor employee relations will affect
productivity and result in high employee turnover. It is only when employees feel valued that
they will use their skills and experience to the fullest to contribute to the growth of the
company.
Organizations that have good employee relations provide higher wages and other attractive
benefits, making it in the best interest of the employee to stay. Even if the employee is not
100% satisfied with their company, they are less keen to suddenly abandon a company for
another when they are happy with their work environment. A pleasant work environment
improves employee morale and motivation.
Most employees who work in companies are in the high-retention-risk category. The critical
skills that they possess help the company progress, and the cost of replacing a skilled
employee can be extremely high.
Employees are less likely to leave an organization, however, if those skills are recognized and
rewarded.
It is the responsibility of the company to create an engaging work environment to make the
employees feel valued. The cost of recruitment, hiring, and training will come down with
lower employee turnover.
3. Employees Have Extensive Knowledge of Company Practices
The reduction in turnover ensures that employees stay with a company for longer, which
enables them to gain extensive knowledge of company policies, practices, and
processes. Employees with substantial institutional knowledge are an excellent resource.
They are highly skilled, very efficient, and can provide training for new employees. Most
companies find it hard to replace experienced employees, and this is especially true in
industries that rely on employees with highly specialized skills.
4. Enhanced Motivation
Disengaged employees can cost organizations millions of dollars in lost productivity.
Companies that have engaged workers experience higher productivity. Organizations need to
ensure that their workers feel empowered and appreciated to increase morale and motivation.
REVIEW OF LITERATURE
Thompson Robert (2007), Employees relations have evolved from recognition of "thinking"
jobs and "doing" jobs into the realization that all employees have a stake in the outcome of an
enterprise. Certainly the transition has not been smooth. Much of the new trend toward
cooperation arose in response to a new set of economic forces that include global
competition, deregulation, new technologies, and changing work-force demographics. The
growing number of women and minorities in the work- place has drawn attention to the
special needs of these groups and reduced the influence of policies, which also impacted
employee’s relations in a positive way. Perhaps most revolutionary, the concept of
empowerment is spreading beyond high-tech professionals and is challenging existing
employees relations structures. He stated that Changing demographics are hiring a broader
mix of individuals to fill those jobs. Increasingly, employers and their workers are confronted
with conflicts between the demands of work and family.

Employers become sensitive to these tensions, the personal and family needs of their
employees and created the flexibility to assist in resolving the problems while maintaining
productivity. These free-market realities force employers to design fringe benefit packages
that would attract and retain quality workers. Skill shortages, not job shortages, are likely to
become the biggest labor problem. Empowerment of employees became the need of an hour,
thus this empowerment of workers reflected in employees involvement or participation
initiatives. He mentioned certain studies in his paper which have shown that nonunion
workers are typically more receptive to innovations in employee’s relation. At the end author
has mentioned that, there would be more movement toward cooperative employee’s relations,
which would be driven by technological advances, by competition at home and abroad, and to
some extent by the workers themselves. The new generation of workers seems better able to
adjust to change. Change in the character of employee’s relations in the nonunion sector will
continue at a strong pace.
Hegewisch, Brewster and Koubek (1996), Changes in industrial and employees relations,
emphasized on the changes brought up in the employees relations. This study was conducted
in East Germany and Czech Republic. In this study, researcher highlighted the changes
observed in the nature of job of line manager. Apart from handling issues related to conflict,
line managers became responsible to handle workforce adjustment, pay and benefits,
recruitment and selection, training and development & employees relations as well. This was
biggest leap in the nature of their job, as line managers started becoming people managers to
solve the various problems of their employees. Such type of increased responsibilities on line
managers helped to improve the level of interactions with the employees. Line manager’s
empathetic nature helped in decline of number of members of unions which was termed as a
successful transition of Industrial relations into employees relations. Line managers and
employees representatives started playing greater role in terms of this transformation.
Consensus between these Parties increased which lead to the healthy employee’s relations
and overall improvement in the productivity.

Macdonald David (1997), His research paper, has stated the impact of globalization on
employment relations and employee’s relations. He mentioned that the globalization has
changed the focus of IR, and the quality and type of such relations at enterprise level which
resulted into non-hierarchical control, continuous skills upgrading, individual performance
Appraisal, a performance-based rewards system, and worker involvement in decision making,
thus changing the face of IR into employee’s centric relations. Firms started showing
flexibility in their IR practices which was termed as a paradigm shift, converting Industrial
Relations into Employees relations, resulted into more involvement and work commitment.

Rath Devashis and Misra Snigdharani (1996) gave the reference of the book- Indian
Economic Development and Social Opportunity written by Dr Amartya Sen and Dr Jean
Dreze about changing nature of IR, which emphasized that “The terms of debate must
change."This means that the future of IR in India would necessarily be one of change and not
stagnation. Managements would prefer a skilled employees rather than a loyal one, who is on
the eve of skill obsolescence. The attention of the employees would be more to secure
appropriate training and empowerment techniques from the management than to strive for
short-term benefits of wages and welfare. They emphasized that the efficiency and
productivity would become the new and mutually agreed upon parameters in all bargaining
between the parties. They stated that IR in future would be governed by a totally new set of
parameters. CIPD (2005), in its report change agenda what is employee’s relations,
highlighted the changing nature of the employee’s relations. The climate of employee’s
relations has changed significantly since the 1990s. The repost stated that the emphasis of
employee’s relations continues to shift from institutions to relationships, but employee’s
relations skills and competencies are still critical to achieving performance benefits. The
focus now needs to be on gaining and retaining employee’s commitment and engagement. As
the report was based on the perception of the senior HR heads, they foresee employees
relations as having strategic role than other parts of the HR function and that ‘achieving
strategy through people’ distinguishes it from routine personnel work. Sound employees
relations are the interpretation of Strategic HRM. The more emphasis of employee’s relations
is on direct communication, managing organizational change and involving and motivating
staff. Issues about work–life balance and the war for talent reflect a changing workforce with
changing expectations. Report stated the significance of employee’s relations as a critical
element of people management policies that has a positive impact on performance.

Bose Indranil (2013), Emphasized that the Employees relations practices that meet
organizational objectives and employees needs result in a high quality of work life. Three
main schools of thought were identified on the issue like employee’s involvement, industrial
democracy, and worker participation. Researcher conducted a survey in 2 leather industries,
wherein 150 employees were given the questionnaire, out of which 107 employees actually
participated in the survey.
STATEMENT OF PROBLEM
Poor communication, unfair treatment, misunderstandings and cultural differences may cause
tension in the workplace. Over time, these issues can escalate and cause conflicts, affecting
employee motivation and productivity. As a business owner, it's important to acknowledge
that your employees have different personalities and needs. No matter how hard you try, you
can't please everyone.
NATURE FOR STUDY
Employer-employee relations are the outcome of the employment relationship in industry.
These relations cannot exist without the two parties—employer and employees.” It is the
industry which provides the setting for employer-employee relations. Employer-employee
relations include both individual relations as well as collective relations. Individual relations
imply relations between employer and employees. Collective relations mean, relations
between employers’ associations and trade unions as well as the role of the State in regulating
these relations. The concept of employer-employee relations is complex and multi-
dimensional. The concept is not limited to relations between trade unions and employer but
also extends to the general web of relationships between employers, employees and the
Government. It covers regulated as well as unregulated, institutionalized as well as individual
relations. These multi-pronged relationships may be in organized or unorganized sector.
NEED OF THE STUDY
A common place that we see the need to apply Relations is in the work place. In the work
force, we can see Relations play a key role in leadership success. A person unable to grasp
Relations and apply it, will not become or stay a leader. It is critical that anyone seeking to
lead or Relations understand "Howletts Hierarchy of Work Motivators."
Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their
job. When satisfaction is not found, the person becomes less productive and eventually quits
or is fired. Achievement, advancement, recognition, growth, responsibility, and job nature are
internal motivators. These are the last two levels of "Howletts Hierarchy." They occur when
the person motivates themselves (after external motivation needs are met.) An employer or
leader that meets the needs on the "Howletts Hierarchy" will see motivated employees and
see productivity increase. Understanding the definition of motivation, and then applying it, is
one of the most prevalent challenges facing employers and supervisors. Companies often
spend thousands of dollars each year hiring outside firms just to give motivation seminars.
OBJECTIVES OF THE STUDY
1. To find out the present Relations level of the employees.
2. To find out the blockages for the Relations (i.e: disciplined).
3. To suggest measures for improvement of the Relations as a discipline Point;
4. To study the hygienic and Relational content factors.
SCOPE OF THE STUDY
 The study is confined and relevant only to CAPITAL IQ not applicable to any
organization.
 The study covers motivational practices in CAPITAL IQ at various levels of employees.
 The study assists the management in determining the decision regarding the performance
of the employee.
RESEARCH METHODOLOGY
The basic principle in the research has been adopted in the overall methodology. The
following methodology has been used for meeting the requirements,
 Defining objectives
 Developing the information sources
 Collection o information
 Analysis of information
 Suggestion
The methodology followed for collection, analysis under interpretation of data in
explained below.
1. RESEARCH DESIGNS
There are generally three categories of research based on the type of information required,
they are
1. Exploratory research
2. Descriptive research
3. Casual research
The research category used in this project in descriptive research, which is focused on
the accurate description of the variable in the problem model. Consumer profile studies,
market potential studies, product usage studies, Attitude surveys, sales analysis, media
research and prove survey s are the,
Examples of this research. Any source of information can be used in this study
although most studies of this nature rely heavily on secondary data sources and survey
research.
2. Primary Source: Discussions with plant staff, Interviews, Questionnaire administered.
3. Secondary Source: Journals Magazines and articles from prominent newspapers.
Population and Sample: There are 140 Officers & Supervisors and 100 Managerial staff .The
questionnaire is administered to 50 Officers and Supervisory staff and 50 Managerial staff.
3. SAMPLE DESIGN
a) Sampling unit: the study is directed towards the executive of managerial level.
b) Sample size: sample size of 100 is taken in this study
4) DATA ANALYSES
Simple analysis method is followed for analyzing the data pertaining to different dimensions
of employees. Simple statistical data like percentage are used in the interpretation of data
pertaining to the study. The results are illustrated by means of bar charts.
LIMITATION
There are certain limitations of the concept of empowerment. It may be cost consuming in
selecting personnel, training costs and labor costs may be high, it may result in slower or
inconsistent services and poor use of the technique of empowerment.
At the outset, Managers must also accept the fact that not all employees want to be
empowered. Many workers just work better in jobs that are clearly defined and closely
supervised. Once both employees and managers have received proper training, the next step
is go give employee’s control of the resources needed to make the improvements in their job
and work processes.
By giving employees information, resources and training and by following with
measurements and reinforcement, Human Resources can create an empowered environment.
But Empowerment should be continuous process like quality improvement and it is like a
race without a finish line. Those companies that take the first step by creating an
environment conductive to empowerment will be at the head of the pack.
PROPOSED OUTCOMES
In the above perspective, the present chapter makes an attempt to draw some conclusions. It
should be confessed here that the investigator is conscious of the limitations of the study and
the conclusion drawn on the basis of the sample from a single unit cannot be generalized
about the entire manufacturing sector.

The study examines the readiness for employee empowerment in six aspects, namely
effective Communication, Value of people, Clarity, Concept about power, Information and
Learning.
A perusal of data pertaining to combination makes us to conclude that the Executives have
agreed to the effective down ward communication flow, which is a prerequisite for
empowerment.
INDUSTRY PROFILE
Standard & Poor's (S&P) is a division of McGraw-Hill that publishes financial research
and analysis on stocks and bonds. It is well known for the stock market indexes, the US-
based S&P 500, the Australian S&P/ASX 200, the Canadian S&P/TSX, the Italian S&P/MIB
and India's S&P CNX Nifty.
Business description
New York headquarters
Standard & Poor's operates as a financial services company. Its products and services include
credit ratings, equity research, S&P indices, funds ratings, risk solutions, governance
services, evaluations, and data services. The company’s division, Capital IQ, provides
information and workflow solutions to financial institutions, advisory firms, and
corporations.
Capital IQ provides integrated financial information and technology solutions, including
auditable company financials, a screener combining financial and nonfinancial items, an
integrated public and private capital market database, and various relationship development
tools. The company serves institutional professionals, financial institutions, corporations,
financial advisors, and individual investors worldwide.
Corporate history
Standard & Poor's traces its history back to 1860, with the publication by Henry Varnum
Poor of History of Railroads and Canals in the United States. This book was an attempt to
compile comprehensive information about the financial and operational state of U.S. railroad
companies. Henry Varnum went on to establish H.V. and H.W. Poor Co with his son, Henry
William, and published updated versions of this book on an annual basis.
In 1906 Luther Lee Blake founded the Standard Statistics Bureau, with the view to providing
financial information on non-railroad companies. Instead of an annually published book
Standard Statistics would use 5" x 7" cards, allowing for more frequent updates.
In 1966 S&P was acquired by The McGraw-Hill Companies, and now encompasses the
Financial Services division.
Credit ratings
Standard & Poor's, as a credit rating agency (CRA), issues credit ratings for the debt of public
and private corporations. It is one of several CRAs that have been designated a Nationally
Recognized Statistical Rating Organization by the U.S. Securities and Exchange
Commission.
It issues both short-term and long-term credit ratings.
Long-term credit ratings
S&P rates borrowers on a scale from AAA to D. Intermediate ratings are offered at each level
between AA and CCC (i.e., BBB+, BBB and BBB-). For some borrowers, S&P may also
offer guidance (termed a "credit watch") as to whether it is likely to be upgraded (positive),
downgraded (negative) or uncertain (neutral).
Investment Grade
 AAA : the best quality borrowers, reliable and stable (many of them governments)
 AA : quality borrowers, a bit higher risk than AAA
 A : economic situation can affect finance
 BBB : medium class borrowers, which are satisfactory at the moment
Non-Investment Grade (also known as junk bonds)
 BB : more prone to changes in the economy
 B : financial situation varies noticeably
 CCC : currently vulnerable and dependent on favorable economic conditions to meet
its commitments
 CC : highly vulnerable, very speculative bonds
 C : highly vulnerable, perhaps in bankruptcy or in arrears but still continuing to pay
out on obligations
 CI : past due on interest
 R : under regulatory supervision due to its financial situation
 SD : has selectively defaulted on some obligations
 D : has defaulted on obligations and S&P believes that it will generally default on
most or all obligations
 NR : not rated
Short-term issue credit ratings
S&P rates specific issues on a scale from A-1 to D. Within the A-1 category it can be
designated with a plus sign (+). This indicates that the issuer's commitment to meet its
obligation is very strong. Country risk and currency of repayment of the obligor to meet the
issue obligation are factored into the credit analysis and reflected in the issue rating.
 A-1 : obligor's capacity to meet its financial commitment on the obligation is strong
 A-2 : is susceptible to adverse economic conditions however the obligor's capacity to
meet its financial commitment on the obligation is satisfactory
 A-3 : adverse economic conditions are likely to weaken the obligor's capacity to meet
its financial commitment on the obligation
 B : has significant speculative characteristics. The obligor currently has the capacity
to meet its financial obligation but faces major ongoing uncertainties that could
impact its financial commitment on the obligation
 C : currently vulnerable to nonpayment and is dependent upon favorable business,
financial and economic conditions for the obligor to meet its financial commitment on
the obligation
 D : is in payment default. Obligation not made on due date and grace period may not
have expired. The rating is also used upon the filing of a bankruptcy petition.
COMPANY PROFILE
We help our clients achieve more by providing them with deep information on the
companies, markets, and people that matter to them along with tools that greatly simplify
their workflow. We founded our business in 1999, and we now work with well over 4,200
client firms including many of the world's most successful investment banks, investment
management firms, private equity firms, universities, consultants, and corporations.
We strive to deliver a total experience to our clients. Through our product suite of Capital IQ
Platform, Compustat, ClariFI, SystematIQ, and MMD, we offer an array of powerful
applications for desktop research, screening, real-time market data, backtesting, portfolio
management, financial modeling, and quantitative analysis. We listen to our clients and build
information tools that address their needs, and follow through on our commitments with
relentless client focus and responsiveness. We are constantly developing and introducing new
enhancements that refine our value proposition.
As a unique Standard & Poor's business, Capital IQ has a distinct advantage of being nimble
and innovative while having the resources of a large, successful organization. Our goal is to
be the world's leading provider of financial and business information solutions.
Capital IQ Real-Time enables you to view market activities as they unfold, and dynamically
analyze their impact on your portfolio or watch lists. Available as an add-on to the Capital IQ
Platform, Capital IQ Real-Time provides streaming quotes, news, charts and market views
alongside the full complement of ticker-specific fundamentals available in the Capital IQ
Platform. Coverage includes stocks, indices, mutual funds, futures, options, currencies, and
commodities in markets worldwide. Capital IQ Real-Time is ideal for analysts, portfolio
managers, bankers and other "off-trading floor" professionals who value an integrated access
to real-time market data and fundamental research tools.
We help our clients achieve more by providing them with deep information on the
companies, markets, and people that matter to them along with web and Excel-based tools
that greatly simplify their workflow. We founded our business in 1999, and we now work
with well over 2,400 client firms including many of the world's most successful investment
banks, investment management firms, private equity firms, consultants, and corporations.

We strive to deliver a total experience to our clients. We listen to our clients and build
information tools that address their needs, and follow through on our commitments with
relentless client focus and responsiveness. Many of us are former investment bankers,
professional investors, and consultants so we have an acute understanding of our clients and
their information needs. Because of this collective experience, we have developed a series of
innovative features that have created tremendous value for our clients including our: "click
through" auditable financials, integrated public and private capital market database, robust
event-driven screener, buyer targeting engine, Relationship Tree™, Relationship Paths™,
and many others. And we are constantly developing and introducing new enhancements that
refine our value proposition.

As a unique Standard & Poor's business, Capital IQ has a distinct advantage of being nimble
and innovative while having the resources of a large, successful organization. Our goal is to
be the world's leading provider of financial and business information solutions.

Quick Facts:
 Founded in 1999
 Acquired by Standard & Poor's in 2004
 2,500+ Employees
 Headquartered in New York City
 Regional offices in Boston, Chicago, Houston, Los Angeles, San Francisco, Canada,
London, and various locations in India.
The Capital IQ Platform
Capital IQ Platform is a web and Excel-based research product that combines deep
information on companies, markets, and people worldwide with robust tools for fundamental
analysis, idea generation, and workflow management. Capital IQ Platform is deployed at over
2,700 leading investment banks, fund managers, private capital firms, and corporations.
Capital IQ Platform is provided as a hosted service that users access via an Internet browser.

Capital IQ Platform Summary

Global Company Fundamentals
Research public and private companies
apital IQ serves as the primary information source for tens of thousands of investment
bankers, financial analysts, and fund managers. Combining proprietary research with select
third-party content, Capital IQ provides highly structured profiles of public and private
companies, investment firms, and professionals. Depth of information includes company
financials, relationships among firms and people, biographical and contact data, transactions,
events, securities data, ownership, brokerage estimates, corporate governance, regulatory
filings, and news.
Financial Analytics
Access detailed financials, charts, and more
Tens of thousands of sell-side and buy-side professionals use Capital IQ to drastically reduce
the time it takes to analyze company fundamentals, create charts/reports, and build various
financial models for comparables analysis, valuation analysis, transaction scenarios, and
various other situations. Capital IQ provides more financial and supplemental data points
than any other information source, adjusts for non-recurring charges to enhance
comparability, and has robust "click through" features that allow users to trace specific items
to source documents. Moreover, Capital IQ's analytical tools are easy to use and incorporate
best practice methodologies used by the world's leading financial institutions.
CHAPTERISATION

CHAPTER -1 - INTRODUCTION

This chapter includes the introduction of the topic, need, scope, objectives of the study,
Project limitations and methodology of the study.

CHAPTER - 2 REVIEW OF LITERATURE

This chapter includes the theoretical background and articles written by different authors and
brief explanation of the topic.

CHAPTER - 3 - INDUSTRY PROFILE & COMPANY PROFILE

CHAPTER - 4 - DATA ANALYSIS AND INTERPRETATION

This chapter includes the comparative analysis of the financial statements of the five years
data and it also includes the interpretation based on the study.

CHAPTER - 5 – SUMMARY AND CONCLUSION

This chapter includes the overall summary of the project and the conclusion based on the
study during the period.
 BIBLIOGRAPHY

BOOKS

 Managing employee retention By Jack J. Phillips, Adele o. Connel , 1 st edition ,

published on 15th September 2003

 Human resource management By Biju Varkkey , 12 th edition , Published by

Pearson in the year 2011Managing

 Human resource management By K.Ashwathapa , 7th edition, published in 1999

JOURNALS

 Employee retention , published by Bidisha Lahkar Das, Dr.Mukules Baruah

volume14 issue on November- December 2013

 Employee retention by motivation published by K. Sandhayal and D. Pradeep

kumar volume no. 4 on december2011

WEBSITES:

 www.retentionconnection.com

 www.slideshare.net

 www.citehr.com

 www.managementparadise.com