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International Journal of All Research Education and Scientific Methods (IJARESM), ISSN: 2455-6211

Volume 8, Issue 6, June-2020, Impact Factor: 4.597, Available online at: www.ijaresm.com

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Factors Influencing Employee Retention in Private Sector

Banks: A Study in Hyderabad, Telangana 1MRS. K. SRIVANI, (RESEARCH SCHOLAR)

2PROF B. KRISHNA REDDY

3DR. G. VIDYANATH

-----------------------------------------------------*****************------------------------------------------------------------

ABSTRACT

Banking Sector is the backbone of service sector and one of the biggest employers in India -Rajguru Tendon in

business world Nov 2017. The banking industry in India is unfolding sea changes in terms of products services and

types of jobs, skills needs for staff, diversity of work force. Developing such a diverse human resource is Challenge

for banking sector. Losing qualified employees is a problem for any industry no excuse for Banking industry as it

has immediate impact on customer relations, customer satisfaction and delivery of services. In Attrition rates

banking is in fifth place at 17.8 % (KPMG survey 2017-18). Studies on industry specific employee retention can

enable organizations to design customized and effective employee retention strategies. This study is related to

employee retention factors in select private sector banks in Hyderabad, Telangana, India.

Key words: Employee retention, Salary, T&D, Bonus.

INTRODUCTION

Manpower can innovatively create, improve and replace new products and services which market demands. Manpower is

considered to be the most important resource among all other resources Money, Materials, Machines, Methods and

Mechanisms. Inherently Manpower is creative and driven by ambitions hence can skillfully manage and drive other

resources towards the goals and dreams of organizations. In today’s dynamic, competitive and technically advanced

business environment human resources act as back bone of any firm. It is asserted that resources that are rare and valuable

create competitive and essential strategic advantage for organizations. Organizations invest a lot in human resources for

hiring, orienting, training, infusing culture, performance management etc to harness their skills, abilities and knowledge

which are essential to transform individuals in to professionals. Trained industry professionals are always assets which

create competitive and sustainable advantage. All organizational activities should result in synergy with a 100% yield. It is Possible to get 100% yield even with less than 100 % potential utilization, which is one of the greatest and excellent

characteristics of human resources. Therefore, the Human Resources Management in an organization should design policies

and strategies which keep motivating existing workforce to do their best, encourage every employee to continue and grow

with the organization and force every employee to think twice and thrice before leaving the job.

In the global environment Technology is playing a significant role in all the sectors. It is driving the services to be more

qualitative, tailor fit to needs of customers and more diversified. This customized approach is transforming organizational

activities to be super specialized and customer centric. Human resources play a significant role in technology driven world

all the sectors like agriculture, products manufacturing, product related services, technology related services,

Complimentary services public and private services etc.

Being a part of growing services sector in India, Banking Sector is the backbone of service sector and one of the biggest

employers in India -Rajguru Tendon in business world Nov 2017.The Banking services network is very vast, spread all

over India brining in its fold people from different origins and of different workforce profile working together under a roof.

Thus demanding specialized hr practices to effectively manage staff and bring best in them. Liberalization, Globalization

and privatization has increased number of opportunities for employees increasing the complexities of competitive

advantage is driving banking management to be proactive in retaining employees to gain competitive advantage. The

banking industry in India is unfolding sea changes in terms of products services and types of jobs, skills needs for staff,

diversity of work force. Developing such a diverse human resource is Challenge for banking sector. Losing qualified




employees is a problem for any industry no excuse for banking industry as it has immediate impact on customer relations,

customer satisfaction and delivery of services.

Having Right People at the Right Place is a mantra to be followed by every successful organization. It needs planning

execution and control through many policies and functions. Among all other functions of HRM, special attention should be

paid towards employee turnover and retention practices. Employees leave organizations because of many reasons, internal

factors influencing employee attrition can be managed through polices and measures. But market conditions, changing

attitudes of employees, growth of other industry and socio economic changes cannot be controlled by organizations. Hence

Policy makers need to understand about these factors which they cannot be influenced for design policies, strategies as per

the need of the hour to control Employee turnover and retain potential workforce to gain sustainable competitive advantage

through effective employee retention strategies.

Employee Retention

A systematic effort made by organization to hold employees in the organization with a strategic intention to gain a

sustainable human resource advantage is called as Employee retention. Employee turnover leads to loss of knowledge and

process inefficiencies leading to low organizational performance, also threat of losing trained employee to competitors.

Innovations and technology can only complement organizational efficiencies can never replace work forces. Growing

business, increasing number of banking service users demand more number of employees and also domestic and foreign

banks and fin-tech companies are competing in markets for skilled work forces. Hence employees get sensitive to better

opportunities breaking their traditional approach of long term employment. Hence organizations should learn about the

factors influencing private bank employees intention to stay with the organization they are working.

This paper is about factors influencing employee retention in select private banks in greater Hyderabad of Telangana. Top

five banks rated by RBI as per June 2019 reports HDFC, ICICI, AXIS, KOTAK and YES banks are selected for the study.

Review of literature helped to identify the 21 factors influencing employee retention across different industries, concerns

and importance of employee retention in any organization. A structured questionnaire is prepared for this study which was

administered to 750 employees across 48 different branches of select banks from six geographical zones of twin cities in

Telangana, collected data is analyzed using statistical tools like Factor analysis, ANOVA, Chi-Square. Rank sum method

and descriptive statistics.

Through factor analysis thirteen factors are identified , Rank sum method helped in identifying top three factors which

employees prefer to stay in an organization. Salary, T&D and Bonus are top three strategies which private bank employee

look in an organization. ANOVA test observed that employee retention factors across banks are not similar. Grouping of

banks based on retention factors was done using mean difference and standard deviation. It is observed that ICICI and YES banks are similar in retention factors and rest banks are different. Relationship between demographics like age, gender,

education level, Job grade and years of service are analyzed towards motivating retention factor for top three retention

factors rated by primary sources of data. It is observed that Training & Development as motivating factor is dependent on

Job grade of the employee as the X2 value is more than Alpha value. Salary and Training & Development as motivators is

dependent on Job Grade as X2 value is greater than alpha value. Age, Education and Years of service are independent of

satisfaction towards retention factors. Through open ended questions it is observed that employees in private banks prefer

rewards and recognition, salary increments for the work done by the. Communication gaps, interference by seniors in their

works and over lapping targets de motivate employees in private banks. Top five expectation about their career goals

include, Sensible targets, better communication in work related aspects, Salary, employee relations at workplace and

recreation facilities .

REVIEW OF LITERATURE

Organizational efforts to keep potential employee to continue with the firm for a longer period of time are retention

strategies. Orientation of employees towards these efforts plays an important role in holding potential employee with the

organization for a longer period of time.

Bidisha Lahkar Das, Dr. Mukulesh Baruah (2013), discussed the importance of employee retention and factors

influencing employee retention. According to them long term health and success of any organization depends upon

retention of key. Factors effecting employee retention are Compensation. Reward and Recognition, Promotion and

opportunity, growth, Participation in decision making, Work life balance, work environment, Training and development




and Job security. Organizations to be strong and successful in competing markets should consider these factors while

drafting hr policies and strategies.

Irema Mary Calist (2015), studied the relationship of organizational initiatives like career development, personal

accomplishments, enough tools and resources, defined job responsibilities, supervisory leadership styles, job

responsibilities, employee skill management, flexible work schedules, salary and wage packages, job security and employee involvement and employee retention. Salary, job security and employee involvement had significant involvement on

employee retention. Management of organizations should use reward systems, educational programs, and growth

opportunities, work environment as tools to keep employees motivated and stay in the organizations.

According to Dr. K. Balaji Mathimaran & Prof. Dr. A. Ananda Kumar(2017), organizations are securing and retaining

employees to be economically competitive. To meet the objective of retaining potential work force which has high demand

in the market organizations are facing stiff competitions and vulnerable challenges. Keeping in to account the importance

and sensitivity of the issue of retention organizations are proactively designing the remuneration to employees, redesigning

workloads, fabricating the benefits and facilities and modernizing the work environments. They are also taking initiative to

identify and reduce the organization related stress factors .wand working on measures to strengthen employee employer

relationships.

Komal Khalid and Samina Nawab (2018), explored service and manufacturing sectors of Pakistan to identify the

relationship between four types of employee participation, compensation and employee retention. The study includes

cement, pharmacy food & beverages, health care, banking and higher education. Reliability of the study is tested using

statistical tools for authentication. According to their study among four types of participation delegate, consultative, worker

director and work union, delegative participation has stronger influence on employee retention. Compensation definitely

mitigates the participation type and employee retention.

Naveed Ahmada,, Muhammad Sulaman Tariqb, Alamdar Hussainc (2015), analyzed the important factors which

influence employee retention in banking industry of Pakistan. They found that compensation and benefits, work

environment, Training and development, performance appraisals and rewards and recognitions influence employees stay in

the organization. Three strategies which have significant impact for employee retention on banking workforce are attractive rewards and recognition, annual performance appraisal and training opportunities followed by work environment which

also has considerable influence on employee retention.

Biju Roy (2015), assessed the impact of human resource management practices and its effectiveness on employee retention

in public and private sector banks. He observed that a retention of employees is very important for any organization to teach

its objectives and goals. Hrm practices like career development, opportunities, superior support, work environment,

compensation, and work life policies, influence employee retention in both public and private sector banks.

Eglal Hafez, Reem AbouelNeel & Eahab Elsaid (2017), explained that the components of talent management (motivating outstanding performance, training and development, job enrichment) have a significant impact on job satisfaction and on

employee retention. Demographic variables (gender, age, education and experience) have no significant impact on the

employee retention in manufacturing sectors.

Subhas C Kundu , Neha Kahalawat and Priyanka Ranga (2014), emphasized the importance of retention practices to

improve the efficiency and effectiveness of organizations, as competitive advantage of companies depends on the retention

of key employees. They stressed that adoption of retention practices depends upon the organizations nature and sector.

Retention practices need to be evidence based, grounded in organization and industry specific realities and reviewed

periodically

Bodjrenou Kossivi1, Ming Xu, Bomboma Kalgora (2016), identified the factors influencing employee retention .Reviewing the previous studies on employee retention they identified some factors, which they grouped in to major

activities like development opportunities, compensation, work life balance, management leadership ,work environment,

social support, autonomy, training and development .

The study is based on secondary data and needed further research for authentication.




RESEARCH METHODOLOGY

This study is an exploratory study, uses both qualitative and quantitative techniques to identify the factors influencing

employee retention in private sector banks. A structured questionnaire specially prepared for the study and personal

interview questions are used to collect information from primary sources. Literature from scholarly articles publishes in

many journals, magazines, manuals and internet sources are used as secondary sources of data. Statistical tools and techniques used for data analysis include Factor analysis, ANOVA, Chi square and post hoc tests.

Objectives of the study:

1) To identify the factors influencing employee retention in private sector banks.

2) To study the similarities in retention factors across banks.

3) To study the relationship between demographics and satisfaction towards top3 retention factors.

Need and scope of the study: Private banking industry is one of the important industries in India. Two main challenges faced by this industry are asset management and employee management. This industry is in 3rd place in attrition rates at

17.7% (Source: KPMG survey June 2019) among other industries in the country. Studies on employee retention are

available in IT and Manufacturing but very limited studies are available in banking industry, specially studying only private

banks are not available. Hence this study can help banking management to identify important retention factors related to

private sector banking and design customized effective retention strategies based on outcomes of the study.

Top five private sector banks of India rated by countries central bank RBI AS PER June 2019 HDFC, ICICI, AXIS,

KOTAK MAHENDRA and YES banks are considered for the study.

Sampling: Stratified sampling technique is used for the study. Data is collected from 48 branches of these five banks

located across Six zones of Hyderabad. six zones are considered as strata.

Sample size: Using proportion test total 38,858 private bank employees in Hyderabad, at 95% confidence level and 5%

acceptable level of error a minimum sample size of 389 should be selected. To cover all six zones 750 employees sample size is selected for the study.

Hypothesis for the study:

H0 1: Factors influencing employee retention across private sector bank are similar.

H1 1: Factors influencing employee retention across private sector bank are not similar.

H0 2: Demographics are independent of retention factors

H1 2: Demographics are independent of retention factors

Questionnaire: A structured questionnaire using the retention factors identified through review of literature is prepared. It

has three sections1) details of employees 2) questions related to factors identified through review of literature, 3) Ranking

of retention factors and 4) open ended questions.

Data analysis:

1) Pilot study:

Total 100 employees 20 from each bank were administered questionnaire and response was collected from employees of

all grades from five selected banks across various branches. The reliability of the result was ensured via paying special care that the questions were clear and easy to answer. Where needed, specific concepts were explained to ensure that there

could be no mistake while filling out the questionnaire. Cronbach’s Alpha value for the employee questionnaire: 0.859

for 83 items.

2) KMO and Bartlett value is 0.694 which states that the sampling is adequate and acceptable.

3) Profile of respondents : refer Annexure -1

4) Factor Analysis : The output of factor analysis helps in identifying significant factors influencing any function of an

organization. Thirteen factors identified through factor analysis explaining a total variance of 92.083% details presented

below.




Component

Initial Eigenvalues

Total % of Variance Cumulative

%

1 9.860 17.927 17.927

2 7.546 13.720 31.647

3 6.746 12.265 43.912

4 6.074 11.043 54.955

5 3.891 7.074 62.029

6 3.484 6.335 68.364

7 3.165 5.754 74.118

8 2.575 4.682 78.799

9 2.182 3.968 82.768

10 1.680 3.055 85.822

11 1.247 2.267 88.089

12 1.141 2.074 90.163

13 1.056 1.921 92.083

FACTOR ANALYSIS USING ROTATORY MATRIX

S.

No

RETENTION

VARIABLE

DESCRIPTION FACTOR

LOADING

FACTOR

IDENTIFIED

(% of

variation

explained)

1 Q20 Recruitment &Selection process at bank is

systematic

0.799

Employment

cycle

(17.927%)

Q16 Retirement Benefits offered by bank are optimum 0.782

Q 33 Performance appraisal is regular 0.757

Employment cycle = Hiring + Performance Management +Separation




2 Q 52 My manager delegates me Sufficient authority to

work

0.869

Leadership

support

(13.720%) Q51 I have got effective mentoring from My manager 0.791

Q 54 My manager supports me in my career paths/goals 0.767

Effective leadership = Delegation of work +Mentoring +Supporting personal goals

3 Q 42 Bank encourages Innovative and Creative ideas

about work.

0.872

Standardized

work culture

(12.265%)

Q 12 My salary is on par with Industry standards 0.771

Q 30 Learning opportunities are good 0.786

Q 34 Performance appraisals are based On predetermined standards

0767

Q 31 My work Culture motivates me to stay in the

organization

0.740

Learning work culture= Encouraging Atmosphere+ Standardized Hr practices

4 Q 37 Fair performance Appraisals are important for

retaining employees

0.947

Performance

Management

Systems

(11.043%)

Q 27 My bank assigns me challenging tasks 0.738

Q 57 Leadership support is essential to encourage

employees to stay with organisations

0.716

Q 24 A fair hiring process can help to retain employees

in organizations

0.689

Performance management systems = Planned hiring + Job allocation + Measuring performance +

Encouraging leadership

5 Q 38 Training for professional development are encouraged in bank

0.893

Training &

Development

(7.074%)

Q 50 work environment is important factor to retain

people

0.743

Q 39 Training opportunities offered enhance employee

potential needed higher post

0.628

Training & Development = Encouraging professional development + Suitable training practices +

Favorable Work environment

6 Q 17 Health care and medical benefits to me and my

family are sufficient

0.867

Supportive

Hr practices

(6.335)

Q 55 Bank’s leadership encourages teamwork 0.688

Q 35 Performance appraisal is unbiased 0.666

Q 65 I am very happy with the strategies of banks to

retain me

0.606

Supportive Hr practices

7 Q 22 Selection procedure is unbiased 0.818 Recruitment

& Selection

(5.754%) Q 67 I refer to my friends to join this bank -0.814

Hiring practices = Internal and external sources of recruitment + selection

8 Q 25 My personal values match with banks values 0.731

Work

environment Q 36 Feedback of my performance Is provided by my -0.592




H0 1: Factors influencing employee retention across private sector bank are similar.

H1 1: Factors influencing employee retention across private sector bank are not similar.

ANOVA Table for similarities in retention factors across banks at α=0.05

N Mean

Std.

Deviation

Std.

Error

95% Confidence

Interval for Mean Minimum Maximum

Lower

Bound

Upper

Bound

HDFC BANK 159 61.4465 9.56698 .75871 59.9480 62.9451 25.00 85.00

ICICI BANK 185 69.9405 7.55572 .55551 68.8446 71.0365 49.00 81.00

AXIS BANK 120 64.4250 7.29068 .66554 63.1072 65.7428 49.00 84.00

KOTAK

MAHENDRABANK 152 66.5066 5.63574 .45712 65.6034 67.4098 49.00 81.00

YES BANK 134 69.3806 7.73994 .66863 68.0581 70.7031 63.00 85.00

Total 750 66.4613 8.32680 .30405 65.8644 67.0582 25.00 85.00

manager (4.6825)

Q 46 I have pleasant working conditions 0.657

Q 58 I am happy with my work life balance 0.558

9 Q 61 Option to work from home Should be made possible

0.799 Supportive

policies

(3.968%) Q 45 My colleagues are supportive 0.773

Supportive policies

10 Q 63 Job security is important to work for an

organization

0.859 Job Security

(3.055%)

Q 62 Job security is good in the organization 0.811

Security in job

11 Q 26 Job assignments in banks is based On

capabilities of employees

0.881 Work

assignment

(2.267 %)

Work assignment

12 Q 66 I have very bright future with this bank 0.890 Career

Growth

(2.074 %)

Career Growth

13 Q 65 I am not thinking for another job 0.544 Affiliation

(1.921 %)

Affiliation

Variation explained by thirteen factors identified is 92.083

Sum of Squares df Mean

Square F Sig.

Between

Groups 7877.829 4 1969.457 33.305 0.000

Within

Groups 44054.550 745 59.134

Total 51932.379 749




Interpretation: From the above ANOVA table it is observed that retention factors across the banks are not similar. Hence

null hypothesis is rejected and p value is less than alpha value hence difference between the banks is similar.

Grouping of banks based on similarities in retention factors: From the below table it can be observed that mean

difference between the banks is wide and p values are less that alpha values when HDFC is compared with ICICI, KOTAK,

AXIS AND YES BANKS hence they van not be grouped. It can also be observed that mean difference between ICICI

AND YES banks is less than one and P-value is more than alpha value for this banks hence these two banks is similar

towards retentions factors.

Ranking of Retention Strategies: 21 Retention factors identified from review of literature were rated by respondents in

the order of priority for preferring an organization to work. Using rank some method these preferences are presented across select banks in the table below.

Interpretation: It is observed that in all banks salary is rated in first place across all the banks, Training and development

is also ranked in all banks order of preference is varying across the banks. and followed by bonus in three banks. Hence top 3 factors influencing employee retention in private banks In India are Salary, Training & Development and Bonus.

H0 2: Demographics are independent of employee satisfaction towards retention factors in bank.

H1 2: Demographics are dependent of employee satisfaction towards retention factors in bank.

RE

TE

NT

ION

ST

RA

TE

GIE

S

HDFC ICICI AXIS KMB YES

SALARY SALARY SALARY SALARY SALARY

BONUS BONUS BONUS REWARDS &

RECOGNITION

EMPLOYEE

RELATIONS

MEDICLAIM BENEFITS

ESOPS JOB SECURITY STAY INTERVIEWS

TRAINING & DEVELOPMENT

ACTIVITIES

TRAINING &

DEVELOPMENT

ACTIVITIES

FLEX TIME

OPTION

TRAINING &

DEVELOPMENT

ACTIVITIES

ESOPS RESPECT AT

WORK PLACE

EMPLOYEE

RELATIONS

TRAINING &

DEVELOPMENT

ACTIVITIES

FLEX TIME

OPTION

TRAINING &

DEVELOPMENT

ACTIVITIES

REWARDS &

RECOGNITION

Pearson Chi-Square value, α value =0.05

Salary Training and development Bonus

Value df Asymp. Sig. (2-sided)



AGE 44.563a 3 0.000 104.849a 3 0.000 16.964a 3 0.001

GENDER 22.966a 1 0.000 0.090a 1 0.765 19.021a 1 0.000

EDUCATION 54.954a 2 0.000 113.053a 2 0.000 41.174a 2 0.000

JOB GRADE 7.126a 2 0.528 37.908a 2 0.000 8.337a 2 0.015

YEARS OF

SERVICE 44.162a 3 0.000 138.548a 3 0.000 46.818a 3 0.000




At 5 percent level of significance, chi-square values for demographics Age, Gender, Education, Job grade and number of

years of service is presented in the table below.

Interpretation: It is observed that employee satisfaction towards Training & Development is dependent on Job grade of

the employee as the X2 value is more than Alpha value. Employee satisfaction towards salary and Training & Development

is dependent on Job Grade as X2 value is greater than alpha value. Age, Education and Years of service are independent of

satisfaction towards retention factors.

FINDINGS AND SUGGESTIONS

1) Factor analysis helped to identify thirteen factors influencing employee retention in private banks. They are

(Employment cycle (17.927%), Leadership support (13.720%), Standardized work culture (12.265%), Performance

Management Systems (11.043%), Training & Development (7.074%), Supportive Hr practices (6.335)Recruitment &

Selection (5.754%), Work environment (4.6825), Supportive policies (3.968%), Job Security (3.055%), Work assignment

(2.267 %), Career Growth (2.074 %), Affiliation (1.921 %).

2) ANOVA test results observed that employee retention factors are not similar across the banks.

3) ICICI and Yes banks are similar towards retention factors rest three banks are not similar.

4) Employee satisfaction towards retention factors is not similar across the banks. Salary, Training & development are top

three factors influencing employee retention across the banks.

5) Training & Development as motivating factor is dependent on Job grade of the employee as the X2 value is more than Alpha value. Salary and Training & Development as motivators is dependent on Job Grade as X2 value is greater than alpha

value. Age, Education and Years of service are independent of satisfaction towards retention factors.

6) Open ended questions it is observed that employees in private banks prefer rewards and recognition, salary

increments for the work done by the.

7) Communication gaps, interference by seniors in their works and over lapping tartgets de motivate employees in private

banks.

8) Top five expectation about their career goals include, Sensible targets, better communication in work related aspects ,

Salary, employee relations at workplace and recreation facilities .

CONCLUSION

Employee retention factors in private banks in India are little different from other industries. Most of the employees are

graduates or post graduates they expect a defined employment cycle to join or continue an organization. Communication

between staff should be well managed. Employee’s decision to stay in an organization is sensitive to Salary, Training and

development and Bonus in private banks at the primary level. Employee relations and rewards and recognition also

influence an employee’s decision to prefer and continue in an organization.

REFERENCES

[1]. Balaji Mathimaran K Dr. & Prof. Dr. A. Ananda Kumar, Employee Retention Strategies – An Empirical

Research,Global Journal of Management and Business Research: E-Marketing,Volume 17 Issue 1 Version 1.0

Year 2017,Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Inc.

(USA),Online ISSN: 2249-4588 & Print ISSN: 0975-5853. [2]. Bidisha Lahkar Das1, Dr. Mukulesh Baruah2,2013, Employee Retention: A Review of Literature” IOSR Journal

of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 14, Issue 2 (Nov.-

Dec. 2013), PP 08-16 www.iosrjournals.org.

[3]. Biju Roy, Dr.“Factors Determining Employee Retention: A Study in Banks” , (2018), International Journal of

Management Studies ISSN(Print) 2249-0302 ISSN (Online)2231-2528 http://www.researchersworld.com/ijms/

Vol.–V, Special Issue_2, August 2018 [101] . DOI : 10.18843/ijms/v5iS2/13 ,DOIURL

:http://dx.doi.org/10.18843/ijms/v5iS2/13.

[4]. Bodjrenou Kossivi1, Ming Xu1, Bomboma Kalgora2, ( 2016) in their article “Study on Determining Factors of

Employee Retention, Open Journal of Social Sciences, 2016, 4, 261-268 Published Online May 2016 in SciRes.

http://www.scirp.org/journal/jss,http:// dx.doi.org/10.4236/jss.2016.45029, pgno261-269.

http://www.iosrjournals.org/

http://www.scirp.org/journal/jss,http:/%20dx.doi.org/10.4236/jss.2016.45029



IJARESM Publication, India >>>> www.ijaresm.com 5

[5]. Eglal Hafez1, Reem AbouelNeel1 & Eahab Elsaid2,(2017), An Exploratory Study on How Talent Management

Affects Employee Retention and Job Satisfaction for Personnel Administration in Ain Shams University Egypt,

ISSN 1923-3965 E-ISSN 1923-3973 http://jms.sciedupress.com Journal of Management and Strategy Vol. 8,

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[6]. Irema Mary Calist,(2015), Assessment Of Factors Influencing Employee Retention In Tanzania’s Non-

Governmental Sectors: A Case Study Of Ifakara Health Institute Management Of The Open University Of Tanzania

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[11]. https://business.mapsofindia.com/banks-in-india/

ANNEXURE -1

http://www.knowledgejournals.com/

https://www.researchgate.net/publication/264433887

https://m.rbi.org.in/commonman/english/scripts/banksinindia.%20aspx

https://business.mapsofindia.com/banks-in-india/




CHARACTERISTIC PROFILE FREQUENCY(PERCENTAGE )

BANKS &TOTAL HDFC

(%)

ICICI

(%)

AXIS

(%)

KOTAK

MAHEN

DRA (%)

YES

(%)

TOTAL (%)

GENDER MALE 100

(62.9%)

97

(52.4%)

78

(65%)

93

(61.2%)

88

(65.7%)

456 (60.8%)

FEMALE 59

(37.1%)

88

(47.6%)

42

(35%)

59

(38.8%)

46

(34.3%)

294 (39.2%)

TOTAL 159 185 120 152 134 750

AGE 18-25 Yrs 21

(13.2%)

30

(16.2%)

___ 52

(34.2%)

___ 103 (13.7%)

26-32 Yrs 106

(66.7%)

109

(58.9%)

93

(77.5%)

35

( 23%)

60

(44.8%)

403 (53.7%)

33-40Yrs 27 (17%) 43

(23.2%)

26

(21.7%)

65

(42.8%)

49

(36.6%)

210

(28%)

41-45Yrs 5

(3.1%)

3

(1.6%)

1

(0.8%)

---- 25

(18.7%)

34 (4.5%)

46-55Yrs ----- ---- ----- ______ ___ ___

55 and above ______ ___ ___ ___ ___ ___

TOTAL 159 185 120 152 134 750

MARITAL STATUS SINGLE 60 (37.7%)

116 (62.7%)

__ 56 (36.8%)

34 (25.4%)

266 (35.5%)

MARRIED 99

(62.3%)

69

(37.3%)

120

(100%)

96

(63.2%)

100

(74.6%)

484 (64.5%)

TOTAL 159 185 120 152 134 750

NUMBER OF

DEPENDENTS IN

THE FAMILY

1 27 (17%) 44

(23.8%)

51

(42.5%)

56

(36.8%)

46

(34.3%)

224 (29.9%)

2 22

(13.8%)

12 (6.5%) 42

(35%)

59

(38.8%)

32

(23.9%)

167 (22.3%)

3 109

(38.6%)

43

(23.2%)

27

(22.5%)

___ 44

(32.8%)

223

(29.7%)

4 & ABOVE 1 (0.6%) 86

(46.5%)

37(24.3%

)

12 (9%) 136

(18.1%)

TOTAL 159 185 120 152 134 750

EDUCATIONAL

QUALIFICATIONS

UG ___ 85

(45.9%)

___ ___ ___ 85 (11.3%)

GRADUATE 35 (22%) 73

(39.5%)

27

(22.5%)

84

(55.3%)

76(56.7

%)

295 (39.3%)

POST

GRADUATE

124

(78%)

27

(14.6%)

93

(77.5%)

68

(44.7%)

58

(43.3%)

370

(49.3%)

OTHER ___ ___ ___ ___ ___ ___

TOTAL 159 185 120 152 134 750

CHARACTERISTIC PROFILE FREQUENCY(PERCENTAGE )

BANKS &TOTAL HDFC

(%)

ICICI

(%)

AXIS

(%)

KOTAK

MAHEN

DRA (%)

YES

(%)

TOTAL (%)

JOB STATUS GRADE 1 21

(13.2%)

32

(17.3%)

___ 56

(36.8%)

33

(24.6

%)

142 (18.9%)

GRADE 2 112

(70.4%)

113(61.1

%)

94

(78.3%)

59

(38.8%)

56

(41.8

%)

434

(57.8%)




GRADE 3 26

(16.4%)

40

(21.6%)

26

(21.7%)

37

(24.3%)

45

(33.6

%)

174 (23.2%)

TOTAL 159 185 120 152 134 750

EXPEREINCE WITH

CURRENT BANK

>2Yrs 21

(13.2%)

115

(62.2%)

___ 56

(36.8%)

___ 192 (25.6%)

3-8Yrs 86

(54.1%)

45

(24.3%)

51

(42.5%)

___ 60

(44.8

%)

242 (32.3%)

9-14 Yrs 18

(11.3%)

6 (3.2%) ___ 59

(38.8%)

49

(36.6%)

132 (17.6%)

15-20yrs 34

(21.4%)

19

(10.3%)

69

(57.5%)

37

(24.3%)

25

(18.7

%)

184 (24.5%)

20 and above

yrs

___ ___ ___ ___ ___ ___

TOTAL 159 185 120 152 134 750

ANY OTHER

ORGANISATION

PREVIOUSLY

SERVED

YES 118

(74.2%)

65

(35.1%)

78

(65.0%)

96

(63.2%)

87

(64.9%)

444 (52.9%)

NO 41

(25.8%)

120

(64.9%)

42 (35%) 56

(36.8%)

47

(35.1%

)

306 (40.8%)

TOTAL 159 185 120 152 134 750

NUMBER OF YEARS

OF EXPERIENCE IN

PREVIOUS

ORGANIZATION

>2yrs 59 (50%) 9

(13.8%)

___ 31

(32.3%)

13

(14.9%

)

112 (25.2%)

3-8yrs 19

(16.1%)

37

(56.9%

1 (1.3%) 65

(67.7%)

31

(35.6%

)

153 (34.5%)

9-14 yrs 40

(33.9%)

19

(29.2%)

77

(98.7%)

___ 43

(49.4%

)

179 (40.3%)

15-20 yrs ___ ___ ___ ___ ___ ___

20 yrs and

above

___ ___ ___ ___ ___ ___

TOTAL 118 65 78 96 87 444

REASON FOR

CHANGING JOB

Better salary 103

(87.3%)

23

(35.4%)

51

(65.4%)

68

(70.8%)

31

(35.6%

)

276 (62.2%)

Career growth 4(3.4%) 32

(49.2%)

___ 28

(29.2%)

43

(49.4%

)

107 (24.1%)

Job Security 2 (1.7%) 3 (4.6%) 1 (1.3%) ___ 6 (1.4%)

Promotion 9 (7.6%) 6 (9.2%) 26

(33.3%)

___ 41 (9.2%)

Work Life

Balance

1 ((1.5%) ___ 13

(14.9%

)

14 (3.2%)

TOTAL 118 65 78 96 87 444

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