SUMMER INTERNSHIP PROJECT REPORT ON

EMPLOYEE RETENTION
AT AIRPORT AUTHORITY OF INDIA
(CIVIL ENCLAVE AIRPORT), JAMMU

Submitted for partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

SESSION 2022-2024

SUBMITTED BY

ANJALI NAIR
Roll No.: 22MMBA32
UNDER THE GUIDANCE OF

Prof. JAYA BHASIN

DEPARTMENT OF HRM & OB

SCHOOL OF BUSINESS STUDIES

CENTRAL UNIVERSITY OF JAMMU

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 ACKNOWLEDGEMENT

At the successful completion of my project I would like to extend my gratitude to all those without

whose valuable guidance and support it would have not been possible. I am thankful to the

DEPARTMENT OF HRM & OB (SCHOOL OF BUSINESS STUDIES) CENTRAL

UNIVERSITY OF JAMMU for providing me with this opportunity to take up this project and

sincere and heartfelt thanks to the AIRPORT AUTHORITY OF INDIA, JAMMU for

considering and accepting my internship application and providing me the opportunity to learn and

know about the HR policy and procedures, functions and working of their organization.

I am extremely thankful to my Guide in AAI, JAMMU (JAMMU CIVIL ENCLAVE

AIRPORT) Mr. SANJAY SHARMA (SENIOR SUPERINTENDENT, HR) for his valuable

guidance, suggestions, encouragement and constant support for the successful completion of my

project work.

I am very thankful to my mentor and guide Dr. JAYA BHASIN (DEPARTMENT OF HRM &

OB) SCHOOL OF BUSINESS STUDIES, CENTRAL UNIVERSITY OF JAMMU for

wholehearted support for guiding me to complete my project smoothly.

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CERTIFICATE

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 DECLARATION

I hereby declare that the project report on “Study on Employee Retention at AIRPORT
AUTHORITY OF INDIA (CIVIL ENCLAVE AIRPORT,JAMMU) is completed and
submitted by me under the guidance and supervision of Prof. JAYA BHASIN is my original
work. The preparation of the project report is based on my personal findings, several visits to
the organization, interaction with officials, employees, customers and consultation with the
eminent scholars and secondary sources. The contents provided are true to the best of my
knowledge and belief.

PROJECT GUIDE STUDENT

Prof. JAYA BHASIN ANJALI NAIR

DEPARTMENT OF HRM & OB

SCHOOL OF BUSINESS STUDIES

CENTRAL UNIVERSITY OF JAMMU

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 TABLE OF CONTENTS

[Link]. PARTICULARS Page no.

LIST OF TABLES
LIST OF CHARTS
1 CHAPTER I
1.1 INTRODUCTION 11
1.2 ORGANIZATION PROFILE 12-26
2 CHAPTER II
2.1 LITERATURE REVIEW 28-31
3 CHAPTER III
3.1 RESEARCH METHODOLOGY 33
3.1.1 TOOLS OF ANALYSIS 34
3.2 OBJECTIVES OF STUDY 35
3.3 NEED FOR THE STUDY 36
3.4 SCOPE OF STUDY 37
4 CHAPTER IV
4.1 ANALYSIS AND INTERPRETATION 39-57
5 CHAPTER V
5.1 FINDINGS 59-60
5.2 LIMITATION OF THE STUDY 61
5.3 CONCLUSION 62
5.4 SUGGESTION AND RECOMMENDATIONS 63
BIBLIOGRAPHY 64-65
ANNEXURE 66-69

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[Link]. LIST OF TABLES PAGE NO.
4.1.1 AGE OF THE RESPONDENTS. 39
4.1.2 GENDER OF THE RESPONDENTS. 40
4.1.3 EDUCATION QUALIFICATION OF THE RESPONDENTS. 41
4.1.4 EXPERIENCE OF THE RESPONDENTS. 42
4.1.5 BASED ON OVERALL EXPERIENCE WITH THE ORGANIZATION
HOW LIKELY ARE YOU TO RECOMMEND YOUR FAMILY/FRIEND 43
TO JOIN THE AAI ORGANIZATION.
4.1.6 DO YOU THINK THAT EMPLOYEE RETENTION HELPS IN THE
44
DEVELOPMENT OF THE ORGANIZATION?
4.1.7 ARE YOU SATISFIED WITH WORKING ENVIRONMENT OF THE
45
ORGANIZATION?
4.1.8 IN THE ORGANIZATION, DO YOU FEEL SECURED IN THE JOB? 46
4.1.9 THE WELFARE FACILITIES PROVIDED BY THE ORGANIZATION
47
ARE SATISFACTORY.
4.1.10 ARE YOU SATISFIED WITH THE LEAVE FACILITY OFFERED BY
48
THE ORGANIZATION?
4.1.11 WHAT IS YOUR OPINION ABOUT THE ORGANIZATION RULES AND
49
REGULATIONS?
4.1.12 DO YOU HAVE STRESS DUE TO OVER WORK? 50
4.1.13 WORK-LIFE BALANCE IS SUPPORTED BY THIS ORGANIZATION. 51
4.1.14 IS YOUR ORGANIZATION CONDUCTS TRAINING PROGRAMS
52
OFTEN?
4.1.15 IS YOUR TRAINING PROGRAMS ALWAYS LINKED WITH YOUR
53
CAREER DEVELOPMENT?
4.1.16 HOW EFFECTIVE IS THE GRIEVANCE HANDLING SYSTEM OF
54
YOUR ORGANIZATION?

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[Link]. LIST OF TABLES PAGE NO.
4.1.17 EMPLOYEE PARTICIPATION IN MANAGEMENT IS ENCOURAGED
55
HERE.
4.1.18 IS YOUR MANAGEMENT COMING FORWARD WHEN YOU ARE
56
FACING WITH CRITICAL SITUATIONS?
4.1.19 HAVE YOU EVER FELT LIKE LEAVING THE ORGANIZATION? 57

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[Link]. LIST OF CHARTS Page no.
4.2.1 AGE OF THE RESPONDENTS. 39
4.2.2 GENDER OF THE RESPONDENTS. 40
4.2.3 EDUCATION QUALIFICATION OF THE RESPONDENTS. 41
4.2.4 EXPERIENCE OF THE RESPONDENTS. 42
4.2.5 BASED ON OVERALL EXPERIENCE WITH THE ORGANIZATION
HOW LIKELY ARE YOU TO RECOMMEND YOUR FAMILY/FRIEND 43
TO JOIN THE AAI ORGANIZATION.
4.2.6 DO YOU THINK THAT EMPLOYEE RETENTION HELPS IN THE
44
DEVELOPMENT OF THE ORGANIZATION?
4.2.7 ARE YOU SATISFIED WITH WORKING ENVIRONMENT OF THE
45
ORGANIZATION?
4.2.8 IN THE ORGANIZATION, DO YOU FEEL SECURED IN THE JOB? 46
4.2.9 THE WELFARE FACILITIES PROVIDED BY THE ORGANIZATION
47
ARE SATISFACTORY.
4.2.10 ARE YOU SATISFIED WITH THE LEAVE FACILITY OFFERED BY
48
THE ORGANIZATION?
4.2.11 WHAT IS YOUR OPINION ABOUT THE ORGANIZATION RULES AND
49
REGULATIONS?
4.2.12 DO YOU HAVE STRESS DUE TO OVER WORK? 50
4.2.13 WORK-LIFE BALANCE IS SUPPORTED BY THIS ORGANIZATION. 51
4.2.14 IS YOUR ORGANIZATION CONDUCTS TRAINING PROGRAMS
52
OFTEN?
4.2.15 IS YOUR TRAINING PROGRAMS ALWAYS LINKED WITH YOUR
53
CAREER DEVELOPMENT.
4.2.16 HOW EFFECTIVE IS THE GRIEVANCE HANDLING SYSTEM OF
54
YOUR ORGANIZATION.

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[Link]. LIST OF CHARTS PAGE NO.
4.2.17 EMPLOYEE PARTICIPATION IN MANAGEMENT IS ENCOURAGED
55
HERE.
4.2.18 IS YOUR MANAGEMENT COMING FORWARD WHEN YOU ARE
56
FACING WITH CRITICAL SITUATIONS?
4.2.19 HAVE YOU EVER FELT LIKE LEAVING THE ORGANIZATION? 57

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CHAPTER I
INTRODUCTION

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 1.1 INTRODUCTION

The study is about EMPLOYEE RETENTION in AAI, JAMMU. Retention is an important or

we can say that it is a key focus area of Human Resource Department. Employee Retention means
keeping the employees or retain the best and existing employees in the organization. Organization
invest a lot of money and time to groom new employee or joinee, make him corporate ready. It is
a loss for the organization if an employee leaves their job once they are fully trained.

Strategies like providing incentives, improving the working condition or environment, giving
recognition to the employees and many more used by the organization to maintain or retain their
employee turnover. It also involves attracting the new employees to join the organization and
retaining the existing ones because employees are the heart and backbone of an organization
without employees an organization can’t work or grow.

EMPLOYEE RETENTION STRATEGIES:

Rewards and Recognition

Training and Development Opportunities
Mentoring/Coaching Sessions
Career Planning
Flexible Work Time
Employee Suggestion Plans
Annual Performance Appraisal
Financial Support
On-site Day Care Facilities

THE EMPLOYEE RETENTION IS CONSISTING OF THREE R’S i.e.

Recognition
Reward
Respect

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 1.2 ORGANIZATION PROFILE
AIRPORT AUTHORITY OF INDIA

The Airports Authority of India (AAI) came into existence on 1st April 1995. It has been
creating by merging the erstwhile International Airports Authority of India and National
Airports Authority with a view to accelerate the integrated development, expansion and
modernization of the air traffic services, passengers’ terminals, operational areas and cargo
facilities at the airports in the country.

AAI is the owner and operator of 137 airports, including 24 international airports, 10
customs airports, 103 domestic airports, and 30 civil enclaves—also known as Civil Air
Terminals—at defense-controlled airports where AAI is in charge of civil flight operations.
AAI manages the designated Indian air space and provides Air Navigation Services (ANS)
at all civil airports in the nation.

The designated Indian air space, which covers 2.8 million square nautical miles and includes
1.05 million square miles of land and 1.75 million square miles of oceanic airspace, is
managed by AAI. Route Administrations are additionally given by the AAI at 9 different air
terminals that are not overseen by AAI in particular Bangalore, Hyderabad, Cochin, Lengpui,
Diu, Latur, Mundra, Nanded and Sathya Sai Puttaparthy Air terminals, which are joint
endeavor air terminals, State Government claimed air terminals and confidential air
terminals.

The Authority carried out its obligation to construct additional navigation and airport
infrastructure throughout the nation. As of late, New Terminal Structures were authorized at
Chennai, Kolkata, Raipur, Ranchi, Bhubaneswar, and Puducherry air terminals.

HEADQUARTERS: -
It has two headquarters – 1. Corporate Headquarter (CHQ)
2. Regional Headquarter (RHQ)
(Both are located in NEW DELHI.)

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 AAI BOARD MEMBERS: -

Chairman
Chairman – Mr. Sanjeev Kumar
Ex – Officio Member
Director General of Civil Aviation – Mr. Vikram Dev Dutt
Part – time members (Official)
Joint Secretary – Mrs. Rubina Ali
Joint Secretary & Financial Advisor – Mr. Padam Lal Negi
Whole – time Members
Member (Planning) – Mr. Anil Kumar Pathak
Member (ANS) – Mr. M. Suresh
Member (HR) – Dr. H. Srinivas
Member (Operations) – Dr. Sharad Kumar
Member (Finance) – (Vacant)
Part – time Members (Non – Official)
Mr. Ravindra Singh Balawat
Mrs. Madhavi Sanjay Naik

The main functions of the Airport Authority of India are as under: -

ICAO-accepted control and operation of Indian airspace that extends beyond the
country's borders, with the exception of special user airspace.
Aids for communication, navigation, and surveillance are made available.
Strengthening and expanding operational areas, such as Runways, taxiways, and other
things also, arrangement of ground-based landing and development control helps for
airplanes and vehicular traffic in functional region.
The development, construction, operation, and upkeep of passenger terminals.
Building and running cargo terminals at both domestic and international airports.
The passenger terminals' information systems and facilities for passengers.

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OFFICIAL LANGUAGE/RAJBHASHA:
In Airport Authority of India, the work is done in both English and Hindi but every possible
effort is made to ensure the progressive use of HINDI and also ensure the compliance of the
Act and rules under the official language policy of the Government of India. Hindi workshops
are organized every quarter to review the progress of Hindi in all subordinates’ offices
including Corporate Headquarters of AAI and to encourage the tendency of employees to
work in Hindi in official work. And they also classified the airports according how much they
know official language:
(क), (ख), (ग) – this category in which airports are divided

(क) – In this category the airports who know proper official language (Hindi) are included.

(ख) – In this category the airports who know little bit official language (Hindi) are included.

(ग) – In this category the airports who don’t know official language (Hindi) are included.

HUMAN RESOURCE:
The Airport Authority of India is one of the fastest growing organizations in the country. AAI
oversees approximately 19000 executive and non-executive employees who are highly
trained, motivated, and professional. AAI places a high value on its human resources because
they are the most valuable of all resources. As a result, the HR policies are designed to protect
the interests of both the company and its employees.

The elements of HRM Directorate have become diverse. HRM Directorate issues different
Corporate Handouts and Arrangements for appropriate execution. To guarantee appropriate
and uniform execution of HR Approaches, it is important to direct HR review occasionally.
By encouraging employees to be professional, it also contributes to the organization's
development of a professional management culture.

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 RETENTION OF LIEN OF AIRPORTS AUTHORITY OF INDIA
EMPLOYEES

The Authority, at its discretion, may allow lien to an employee generally for a
maximum period of five years consequent upon his/her appointment in another Public
Sector Enterprise or Government Department on direct recruitment basis.
A regular employee of the Authority, including those who were transferred from the
former International Airports Authority of India and the former National Airports
Authority of India on April 1, 1995, is not eligible to be recommended for another
foreign assignment unless they have served the Authority for at least five years
following their return to India.

VISION:
To be world-class organization providing leadership in air traffic and airport management and
making India a major hub in Asia pacific region.

MISSION:
To achieve highest standards of safety and quality in air traffic services and airport management
by providing state-of-the-art infrastructure for total customer satisfaction, contributing to
economic growth and prosperity of the nation.

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 ORGANIZATION STRUCTURE - AAI

CHAIRMAN

ED AVIATION SAFETY CHIEF VIGILANCE OFFICER ED PMQA/CA

PMQA CA & CS

MEMBER HR MEMBER MEMBER MEMBER ANS MEMBER

FINANCE PLANNING OPERATIONS

ED HR ED FINANCE-I ED
ED ENGG -NR ED CAP OPERATI

C
ED ADMIN ED FINANCE-II -ONS
ED ENGG -WR ED ATM

C
LAW CC ED JVC/PPP/ ED ENGG -SR ED ATM-ASM
CP
C
AL
TARIF &
ED ENGG -ER ED ATM- MS
C

DIRECTOR IAA ATFM

ED ENGG- NER ED CNS-OM RED NR
C

C
ED
COMMERCIAL/ ED ARCHITECT ED CNS-P I RED WR
C

LM
C

ED PLANNING ED CNS-P II RED SR

C

ED SIU/BDU
C

RCS ED FIU&RCDU RED ER CIO

C

RED NER DIRE

PRINCIPAL
CTOR
C

CATC
SECU
RITY

APD ED
CHENNAI EQUI
PME
APD NT
C

KOLKATA
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 JAMMU CIVIL ENCLAVE AIRPORT
JAMMU AIRPORT is established in 1985, officially known as JAMMU CIVIL ENCLAVE
AIRPORT. The JAMMU CIVIL ENCLAVE AIRPORT is a domestic airport serving JAMMU,
the winter capital of JAMMU & KASHMIR. It is located 6.1 km southwest of the city center and
14 km from the India – Pakistan border. The owner of the JAMMU AIRPORT is INDIAN AIR
FORCE and it is operated by AIRPOT AUTHORITY OF INDIA. This airport is for both public
and military.

The code for this airport for domestic flights is IXJ given by International Air Transport
Association (IATA) and there is another code is VIJU for international airlines given by
International Civil Aviation Organisation (ICAO) which will be applicable when there is a
commencement of international flights in Jammu Airport.

The JAMMU AIRPORT is ranked as the 27th busiest airport in India based on the published data
and statistic 2014, with a total passenger traffic of 845,555 and the terminal has the capacity to
handle 180 to 360 passengers at one time, for arrivals and departures each. Currently there are six
airlines operating in JAMMU AIRPORT which are Alliance Air, Air India, Indigo, SpiceJet, Go
First and Vistara. The flight destinations include Delhi, Srinagar, Leh, Ahmedabad, Mumbai,
Indore. There are also helicopter services operated in this airport from Himalayan Heli Service and
Global Vectra Helicopter Service.

The Airport Director of Jammu is MR. SANJEEV KUMAR GARG.

Email id – apd_jammu@[Link]

Telephone no. – 91-191-2437843

Fax no. – 91-191-2454318

TERMINAL GUIDE:
TERMINAL 1

Jammu Airport terminal is a homegrown air terminal; thus, there is just 1 terminal that offers
various offices to the explorers for their benefit. It is of 14,500-square-meter (156,000 square
meter) and has five gates and fourteen check-in-desk areas.

~ 17 ~
 In September 2021, Aviation Minister Jyotiraditya Scindia made the announcement that
the airport of Jammu will soon have a second terminal for international flights' arrivals.
It will be of 45,000 square meter and a venture worth rupees 700 crores will be made,
working of this terminal is under process.

AIRPORT SERVICES:
There are numerous facilities are offered at the airport by the authority. There are various offices
are presented at the air terminal by the power. You can get trolleys, wheel chairs and different
facilities for senior resident and physically handicapped individuals. These administrations are
correlative and one can get them from and to the air terminal easily. They also give Security and
Custom administrations, Baggage Handling services, Information Desk, Free Medical services and
Child care facilities.

Places to shop and eat:

In the Jammu Airport premises, there are numerous shops where you can purchase a wide range
of goods at very affordable prices. Jewellery, magazines, stationery and numerous different items
are accessible here at an extremely reasonable cost. Also, you can get a few diners too. Bistros,
eateries and so forth., are there to offer you lip smacking food. Additionally, a brand-new Mata
Vaishno Devi Shrine Board prasad-cum-souvenir counter has recently opened in the airport.

Other facilities:
This airport has a bank ATM, TR Shop, post office, and tourist information counter.

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CLASSIFICATION OF POSTS

Description of the Posts Classification of the Posts

(a) Any post carrying a pay or a scale Group ‘A’

of pay with a maximum of not less
than Rs.50500/-
(b) Any post carrying a pay or a scale Group ‘B’
of pay with a maximum of not less
than Rs.40500/- but less than
Rs.50500/-
(c) Any post carrying a pay or a scale of Group ‘C’
pay with a maximum of less than
Rs.28000/- but less than Rs.40500/-
(d) Any post carrying a pay or a scale Group ‘D’
pay, the maximum of which is
Rs.26000/- or less

LEVEL OF EMPLOYEES
EXECUTIVES:

LEVEL GROUP DESIGNATION

E-1 Junior Executive or Equivalent

B
E-2 Assistant Manager or Equivalent

E-3 Manager or Equivalent

E-4 Senior Manager or Equivalent

E-5 Assistant General Manager or Equivalent

E-6 A Deputy General Manager or Equivalent

E-7 Joint General Manager or Equivalent

E-8 General Manager or Equivalent

E-9 Executive Director or Equivalent

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 NON-EXECUTIVES:

LEVEL GROUP DESIGNATION

NE-1 Junior Attendant or Equivalent

NE-2 D Attendant or Equivalent

NE-3 Senior Attendant or Equivalent

NE-4 Junior Assistant or Equivalent

NE-5 Assistant or Equivalent

NE-6 C Senior Assistant or Equivalent

NE-7 Supervisor or Equivalent

NE-8 Superintendent or Equivalent

NE-9 Senior Superintendent or Equivalent

B
NE-10 Senior Superintendent (special Grade) or Equivalent

VARIOUS DEPARTMENTS IN JAMMU CIVIL ENCLAVE AIRPORT:

Human Resource Department

Finance Department
CNS (Communication, Navigation and Surveillance System for Air Traffic Management)
Civil Department
Electrical Department
Commercial Department
MT (Mechanical and Technical) Department
TM Department (Terminal Management)
APD (Airport Director) Department
Security Department

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HUMAN RESOURCE DEPARTMENT

Human Resource Department in AAI JAMMU, manages the staffing and also takes the
responsibility of maintaining its employee satisfaction and its policies and procedures. And also
provide training to the employees for their development and better career advancement.

It manages and the meet the manpower requirements of Jammu Civil Enclave Airport.

It executes the policies and procedures.

It handling the training and development programs.

It undertakes the Performance Appraisal Techniques.

It assures discipline in the organization.

The HR Department of Jammu Civil Enclave Airport includes work like maintaining the Absentee
file, Roaster file, Diary Dispatch, and maintaining the salary of the employees and there is also
Official Language cell in the HR department that do the all work in the Official language i.e. Hindi.
The Recruitment is process is not done in Jammu Airport, the recruitment process is done through
AAI Headquarter which is located in New Delhi.

HR FUNCTIONS

Meeting the manpower requirement of Jammu Airport.

Promotions

Perks and Allowances

Salary Determination

Loans and Advances

Performance Management

Transfer Policy

Allotment of Residential Accommodation/Leased Accommodation

Pension Scheme

Gratuity

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 Mentoring

Incentives Scheme

Retirement Benefit

HUMAN RESOURCE POLICY & PROCEDURES

Transfer Policy
A combined Transfer Policy in AAI is being formulated and governs the transfers of non-
executives and executives of AAI.

Group D staff may not normally be transferred except on reduction of establishment/administrative

reasons. Request for transfer when made shall be subject to the availability of vacancies and the
merit of the case.

Executives at the level of DGM and above are also liable to be transferred as per the policy.
However, suitability of these executives for particular assignment shall be given due consideration.

Transfer of Group C staff within the Region shall be done by the RED concerned.

1. Normal Transfer Season for both inter regions and intra regions. Transfer time would be
April-May, each year.

2. Inter-Regional Transfer means transfers from one region to another region.

3. Intra-Regional Transfer means transfers from one station to another station within the
region.

4. Home-Town Transfer

5. Transfer on Promotion

6. Transfer to Tenure Stations

7. Transfer from Tenure Stations

8. Exemptions from Transfer may be given to an employee if his/her son/daughter is

studying in the final year of high school, Senior Secondary 10th/12th of the final 10+2 system
of a recognized Board.

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PENSION SCHEMES
1. EPFO (Employee Provident Fund Organization) this pension is given to those employees
whose age is 58 years.

2. SBS (Staff Benefit Scheme) this pension is given to the employees after retirement.

3. BENEVOLENT FUND this pension is given to the employees after retirement only for 8
years (amount of Rs. 12000 is given per month).

HUMAN RESOURCE PRACTICES

To value people and their diversity

Democratization of organization – through participative management, suggestion

system, effective communication system etc.

To value fairness and integrity

Staying with the law

Accountability

Transparent personal policy pertaining to recruitment, training and development,

promotion, transfer, retention etc.

Effective performance management system

Grievance redressal system

COMBINATION OF DIFFERENT KINDS OF LEAVE/HOLIDAYS

1. Regular Leave – Saturday, Sundays

2. Earned Leave

3. Casual Leave

4. Restricted Leave

5. Compensatory Leave

6. Holidays

7. Special Casual Leave

~ 23 ~
 8. Medical Leave

Earned Leave

Yearly – 30

(Jan. – June: 15)

(July – Dec.: 15)

Medical Leave

Yearly – 20

(Jan. – June: 10)

(July – Dec.: 10)

{Earned Leave and Medical Leave are carried forward if you not avail it.}

Casual Leave

Jan. – Dec.: 12 {It can be availed any time}

Restricted Holidays

There are only 2 restricted holidays and it can’t be carried forward.

PERKS AND ALLOWNACES

FOR NON-EXECUTIVES
1. Washing Allowance/Uniform Maintenance Allowance

2. Reimbursement of Conveyance Allowance /Transport Assistance/Vehicle Maintenance

3. Education Allowance

4. Hostel Charges (maximum two children)

5. HRD/Professional Updation Allowance

6. Leave Travel Concession (LTC)

~ 24 ~
 7. House Upkeep Charges

8. Reimbursement of Electricity and Water Charges

9. Domestic Helper

10. Canteen Allowances or Meal Voucher

11. Telephone/Mobile/Internet

12. Membership of Professional Bodies

13. Other Allowances

FOR EXECUTIVES
1. Washing Allowance/Uniform Maintenance Allowance

2. Reimbursement of Conveyance Allowance /Transport Assistance/Vehicle Maintenance

3. Education Allowance

4. Hostel Charges (maximum two children)

5. HRD/Professional Updation Allowance

6. Entertainment Allowance

7. Leave Travel Concession (LTC)

8. Reimbursement of Club Membership

9. Reimbursement of House Upkeep Charges

10. Reimbursement of Electricity and Water Charges

11. Domestic Helper

12. Driver Allowance

13. Canteen Allowances or Meal Voucher

14. Telephone/Mobile/Internet (for those not covered in Telecom Policy)

15. Membership of Professional Bodies

16. Other Allowances

~ 25 ~
SOCIAL SECURITY SCHEMES
Group Gratuity Cash Accumulation Scheme (GGCA)

Group Savings Linked Insurance Scheme (GSLIS)

Group House Building Insurance Scheme (GHBIS)

Group Personal Accident Insurance Scheme (GPAIS)

Group Insurance Scheme (GIS)

AAI Employees Benevolent Fund Scheme (EBFS)

MENTORING SCHEME
In India, mentoring is based on the traditional Guru-Shishya relationship. It gives someone
general direction and support, giving them confidence and the ability to face challenges now and
in the future. Mentorship programs assign mentors within an organization the task of preparing
new employees and applicants. There is a psychological component to mentoring.

The Mission of the Mentorship Program – “DEEKSHA” is to be an effective voluntary program

that benefits both the mentee/protégé and the mentor by fostering career relationships and
exchanging career information between them. This program shall assist those who are interested
in guidance, coaching, counselling, and confidence building throughout their careers. The program
shall initiate a mentor and mentee/protégé relationship that will expand the horizons and
experience of the entire workforce unit as a whole.

The program should help new employees get acclimated to AAI's structure by creating a support
network and employee network connection. New executive grade inductees will be able to quickly
integrate into AAI's systems and practices, which will help them contribute effectively and
maximize their potential. It will also help to alleviate concerns and challenges they may have. In
addition, it is designed to provide career advancement opportunities in the following ways:

Increase employee morale and job satisfaction

Aid in retention, talent management and leadership building.

~ 26 ~
CHAPTER II
LITERATURE REVIEW

~ 27 ~
 2.1 LITERATURE REVIEW
Sewwandi and Perere (2022), examined the impact of job stress on employees’ employee
retentions among machine operators in reputed apparel firm in Sri Lanka. The outcome of the
study shows that there is a positive and significance relationship between job stress and employees’
employee retention.

Pasha and Rezaei (2021), investigated the relationship between job stress and employee retention
in respect to employee in Iran. The result shows that job stress relates positively to employee
retention. The gap in these empirical literatures shows that various studies had examined the
impact of job stress on employees’ employee retentions in apparel firms in Sri Lanka, public
companies in Korea, employee in Iran, and hospital nurses in Isfahan, Iran among others. This
implies that limited study had being reported in this domain in the context of hotel industry in
South Africa.

Miranda (2021), employee retention is a process to encourage employees to stay in the company
until the project is complete and the maximum period of work.

Dr. G. Balamurugan, and M. Sreelekha (2020) research has identified the various aspects such
as career advancement, Work stress, career aspiration, Work Family conflict and Family work
conflict, child care in context with work life balance(WLB) and its practices and has revealed the
overview of the various challenges and issues faced by Women employees to achieve WLB.

Kashyap and Verma (2019) explored the effect of the dimensions of employer branding (social,
economic, etc.) on employee turnover intentions in the IT sector of India. Results demonstrated
that employer brand in positively affecting employee retention.

(Rothmann et al., 2019) Excessive turnover is often considered a symptom of fundamental

problems about the organization’s working environment. However, at times, turnover may be
triggered by employees’ career objectives, whereby they prefer to move to other organizations.

~ 28 ~
Abualoush et al., (2018) identified that the execution of work activities or job duties is termed as
employee performance that requires effectiveness, efficiency and better quality. Every employee
is responsible for the achievement of organizational goals. Employee contributions open the way
towards the success of a business. A positive work environment motivates individuals to perform
effectively. Employee performance is a vital factor which marks the growth of both individual and
organization and is beneficial for both as well.

Poulose and Sudarsan (2017) evaluated the impact of work-life balance dimensions on
organizational factors, namely work overload and support for work and their predictor relationship
with work satisfaction, particularly among health care nurses in India. The findings showed that
the benefits and stresses faced by the workers imperatively affect all realms of work and personal
life. In addition, the results indicated that organizational support, supervisors, and colleagues
would go a long way in helping workers achieve better organizational outcomes.

Mobley et al., 1979: Fouche et al., (2017) Nevertheless, most times, the turnover intention is
triggered by employees feeling dissatisfied with existing organizational practices and policies, like
promotions, remuneration, learning opportunities, among others, which compel them to explore
other alternatives.

Alias, et al. (2016) determined the relationships between talent management practices (managerial
support, employee career development, and rewards and recognition), employee engagement, and
employee retention within IT organizations in Selangor. The results of Pearson correlation analysis
indicate.

Cloutier et al., (2015), studied the importance of developing strategies for employee retention.
Successful employee retention is essential for an organization's growth, stability and revenue.
Organizations can attain employee retention by developing four strategies. They are effective
communication, hire a diverse workforce, hire appropriately skilled people and offer employees
development as well as training programs. The study further highlighted without suitable
implemented strategies for employee retention; the organization may face high employee turnover
rates. The outcome of the study is to increase the longevity of an employee's tenure is better for
the organization's overall performance.

~ 29 ~
Cloutier et al., (2015) studied the importance of developing strategies for employee retention.
Successful employee retention is essential for an organization's growth, stability and revenue.
Organizations can attain employee retention by developing four strategies. They are effective
communication, hire a diverse workforce, hire appropriately skilled people and offer employees
development as well as training programs. The study further highlighted without suitable
implemented strategies for employee retention; the organization may face high employee turnover
rates. The outcome of the study is to increase the longevity of an employee's tenure is better for
the organization's overall performance.

Das and Baruah (2013), has identified seven factors that might influence employee retention:
salary and appreciation for the work done, provision for challenging work, chances for learning
and promotion, good working conditions, good relations between colleagues, a healthy work-life
balance, and good communication within the organisation.

K. Thrivenikumari & Dr. V. Rama Devi (2013) Work life balance as one of the most challenging
issues being faced by the women employees in 21st century because of the type of roles they play
at home and the spill over of personal life over professional life. Y. P. S. Kanwar, A. K. Singh and
A. D. Kodwani (2009) in their study on the impact of work life balance and burnouts on job
satisfaction in the context of IT and ITES industry revealed job satisfaction are positively related
to each other and to increase the morale and productivity of the employees organizations should
play a facilitating role to provide ways to manage work life balance.

Ghapanchi and Aurum (2011), retention factors include remuneration and benefits, training
opportunities, fair and equal treatment, organizational culture.

Dong-Hwan & Jung-Min, (2011) concluded in his study that job embeddedness reflects
employees’ decisions to participate broadly and directly, and it moves scholarly attention beyond
dissatisfaction induced leaving. Therefore Job embeddedness is a retention factor that helps the
organization to retain its employees.

Karatepe & Ngeche, (2011) concluded in their study that job embeddedness is an employee
retention theory and evolved from the unfolding model voluntary employee turnover. Job
embeddedness is relatively a new concept and is under-researched in the hospitality management
and marketing literature.

~ 30 ~
Ng & Feldman, (2009) concluded in their study that embeddedness is the idea that individuals
can become entangled in their surrounding and situation to such an extent that they have a difficult
time separating from it. This includes all the forces on a causing the individual to remain at his/her
current job. The study has been empirically established that job embeddedness has impact on work-
related behaviors such as turnover, performance, absenteeism and citizenship behaviors.

Y. P. S. Kanwar, A. K. Singh and A. D. Kodwani (2009) in their study on the impact of work
life balance and burnouts on job satisfaction in the context of IT and ITES industry revealed job
satisfaction are positively related to each other and to increase the morale and productivity of the
employees organizations should play a facilitating role to provide ways to manage work life
balance.

Sekiguchi et al., (2008) stated that job embeddedness research has extended to other outcomes
such as performance and social capital. It is a retention or anti-withdrawal construct. It leads to the
development of human and social capital for two reasons. First, for highly embedded individuals,
there is good fit of the employees’ existing knowledge, skills and abilities with the requirements
of the organization that provides opportunities for the natural extension and development of
additional and complementary skills. Second, the highly embedded employees have many links
with more important individuals which provide opportunities to develop additional social capital.
In fact, there is a positive relationship between JE and social capital but found declines in social
capital development over time.

Lee et al., (2004) stated that job Embeddedness encompasses of (1) the links one has to others, (2)
the fit with the organization and community, and (3) sacrifice one does to change jobs. Job
embeddedness was significantly enhanced by community link and fit. Perceptions of fit within an
organization and in the community would likely lead to decreased turnover intentions.

Yao et al., (2004) concluded in their study that job embeddedness theory is a broad constellation
of psychological, social, and financial influences on employee retention. These influences are
present on the job, as well as outside the employee's immediate work environment, and are often
likened to strands in a “web” or “net” in which a person can become “stuck”.

~ 31 ~
CHAPTER III
RESEARCH METHODOLOGY

~ 32 ~
 3.1 RESEARCH METHODOLOGY
Research is the course of precise and inside & outside study or quest for a specific point, subject
or area of examination, upheld by assortment, gathering, show and translation of important details
or information. A method for systematically resolving the research problem is research
methodology. Strategies involve the methodology utilized for creating, gathering and assessing
information. Methods are ways for getting information that can be used to evaluate explanations.

RESEARCH DESGIN
The framework plan for a study that directs the data collection and analysis is referred to as a
research design. The descriptive research design was selected for this study.

Descriptive research design is used to describe the characteristics of relevant group . The data is
collected through Google form.

DATA COLLECTION
Data collection is one of the main parts of research. Accurate data are crucial and necessary for
any project's success. The data gathered by the research methodology needs to be accurate and
pertinent.

The source of data that has been used in this study is both Primary source and Secondary source

PRIMARY SOURCE
Primary Data is the data that is collected for the first time through personal experiences or
evidence, particularly for research. It is also described as raw data or first-hand information.
Primary source includes direct conversation with employees, observing their working style and
activities happing in HR department and also gathering their opinion through questionnaire and I
have used the Google form to collect the direct data from employees.

SECONDARY SOURCE
Secondary Data is a second-hand data that is already collected and recorded by some researcher
for their purpose and not for the current research problem. The secondary source is taken from
official website and also from HR Policies and Procedures Book of Airport Authority of India.

~ 33 ~
 3.1.1 TOOLS OF ANALYSIS

RESEARCH INSTRUMENT

The survey method was used to collect the primary data in this study. In this way, we gave the
respondents the questionnaire. The questionnaire is organized in the following way:

1. Close Ended Questions

2. Multiple Choice Questions

QUESTIONNAIRE:
A questionnaire is a piece of paper with questions about a particular aspect, for which the
researcher gathers data. The questionnaire method is by far the most widely used instrument for
collecting primary data due to its adaptability. The respondent is given the questionnaire to fill out.
The questions are taken from various sources.

SAMPLING DESIGN:
Sampling design is to clearly define set of objectives, technically called the universe to be
studied. In this study non-probability sampling is being used and in that also convenience
sampling.

SAMPLE SIZE:
The total no. of people taken in this study is 23 and they all are permanent employees of
Airport Authority of India (CIVIL ENCLAVE AIRPORT, JAMMU).

~ 34 ~
 3.2 OBJECTIVES OF THE STUDY

 To study employee retention strategies adopted at AAI, JAMMU.

 To study how retention strategies, help the organization to evolve for future.

 To study various HR practices and procedure in AAI, JAMMU.

~ 35 ~
 3.3 NEED FOR THE STUDY

The conscious and deliberate effort to keep high-quality employees on the payroll is known as
employee retention. It is the proactive techniques used by effective associations to stop the
channel of organization benefits brought about by over the top worker turnover. Human
resources will have a significant impact on an organization's success in a challenging and
globally competitive business environment. This study is relevant in present context because
EMPLOYEE RETENTION has become a difficult aspect, therefore keeping in view following
are the reasons for which study is needed:

 To learn about the issues related to employee retention strategies adopted in Jammu Civil
Enclave Airport's.
 To grasp the adequacy of employee methodologies in Jammu Civil Enclave Airport.

~ 36 ~
 3.4 SCOPE OF THE STUDY

 The study is conducted at AAI, by keeping in view the above objectives and it is a versatile
industry, after corona the EMPLOYEE RETENTION has become a difficult aspect. Work
from home strategies have changed the mindset of employees, also trained and expert staff
required at Aviation Industry.

 To study the HR practices and policies in AAI, JAMMU (JAMMU CIVIL ENCLAVE
AIRPORT).

 This study provides an explanation of how management has responded to these retention
strategies.

~ 37 ~
CHAPTER IV
DATA ANALYSIS

&

INTERPRETATION

~ 38 ~
 4.1 ANALYSIS AND INTREPRETATION

1) Table 4.1.1: table showing - age of respondents

NO. OF
[Link]. PARTICULARS PERCENTAGE (%)
RESPONDENTS
1 Below 30 years 2 9

2 31 to 50 years 8 35

3 Above 50 years 13 56

TOTAL 23 100

CHART: 4.2.1

AGE
14
12 13
10
8
8
6
4
2
0 2
BELOW 30 31- 50 ABOVE 50

AGE

~ 39 ~
 2) Table 4.1.2: table showing - gender of the respondents

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Male 19 83

2 Female 4 17

Total 23 100

CHART: 4.2.2

GENDER
20
19
15

10

5
4
0
MALE FEMALE
MALE FEMALE

~ 40 ~
 3) Table 4.1.3: table showing education qualification of respondents

[Link] NO. OF
PARTICULARS PERCENTAGE (%)
. RESPONDENTS
1 Below 10th 0 0

2 Up to 12th 1 4

3 Up to UG degree 8 35

4 Up to PG degree 14 61

5 Up to Diploma 0 0

TOTAL 23 100

CHART: 4.2.3

EDUCATION QUALIFICATION

4% BELOW 10TH

35% UPTO 12TH

61% UPTO UG DEGREE
UPTO PG DEGREE
UPTO DIPLOMA

~ 41 ~
 4) Table 4.1.4: table showing – experience of the respondents

NO. OF
[Link]. PARTICULARS PERCENTAGE (%)
RESPONDENTS
1 0 – 5 years 0 0

2 5 – 10 years 0 0

3 10 – 15 years 10 43

4 Above 15 years 13 57

TOTAL 23 100

CHART: 4.2.4

EXPERIENCE

0%
0 - 5 years
43%
57% 5 - 10 years
10 - 15 years
Above 15 years

~ 42 ~
 5) TABLE 4.1.5 table showing – based on overall with the organization

how likely are you to recommend your family/friend to join the AAI

organization?

NO. OF
[Link]. PARTICULARS PERCENTAGE (%)
RESPONDENTS
1 Unlikely 0 0

2 Little likely 0 0

3 Very likely 23 100

TOTAL 23 100

CHART: 4.2.5

Based on your overall experience with the organization

how likely are you to recommend your family/friend to
join AAI organization?

100% UNLIKELY
LITTLE LIKELY
VERY LIKELY

INTERPRETATION:

From the above information, 100% of the employees are very likely and willing to recommend
their friends and family to join AAI organization.

~ 43 ~
 6) Table 4.1.6: table showing - do you think that employee retention helps

in the development of the organization?

NO. OF
[Link]. PARTICULARS PERCENTAGE (%)
RESPONDENTS
1 Never 0 0

2 Sometimes 0 0

3 Most of the times 12 48

4 All of the times 11 52

TOTAL 23 100

CHART: 4.2.6

Do you think that employee retention helps in the

development of the organization?

0%
NONE
48% 52% SOMETIMES
MOST OF THE TIMES
ALL OF THE TIMES

INTERPRETATION:

From the above information, 52% of the employees are thinking that most of the times employee
retention helps in the development of the organization and 48% of the employees thinks that it
helps all of the times.

~ 44 ~
 7) Table 4.1.7: table showing – are you satisfied with working

environment of the organization?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Highly dissatisfied 0 0
2 Dissatisfied 0 0
3 Neutral 0 0
4 Satisfied 12 52
5 Highly satisfied 11 48
TOTAL 23 100

CHART: 4.2.7

Are you satisfied with working environment of the

organization?

HIGHLY DISSATISFIED
0%
DISSATISFIED
48% 52%
NEUTRAL
SATISFIED
HIGHLY SATISFIED

INTERPRETATION:

From the above information, 52% of the employees are satisfied with working environment of the
organization and however 48% of the employees are highly satisfied with working environment.

~ 45 ~
 8) Table 4.1.8: table showing – in the organization, do you feel secured in

the job?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Strongly disagree 0 0

2 Disagree 0 0

3 Neither agree nor disagree 0 0

4 Agree 10 43

5 Strongly agree 13 57

TOTAL 23 100

CHART 4.2.8

In the organization, do you feel secured in your job?

0% STRONGLY DISAGREE
43% DISAGREE
57%
NEITHER AGREE NOR DISAGREE
AGREE
STRONGLY AGREE

INTERPRETATION:

From the above information, 57% of the employees are saying they are strongly agree that they
feel secured in their job and 43% of the employees are agree that they feel secured in their job.

~ 46 ~
 9) Table 4.1.9: table showing – the welfare facilities provided by the

organization are satisfactory?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Yes 23 100

2 No 0 0

TOTAL 23 100

CHART 4.2.9

The welfare facilities provided by the organization are

satisfactory?

0%
YES

100% NO

INTERPRETATION:

From the above information, 100% of the employees are satisfied with the welfare facilities
provided by the organization.

~ 47 ~
 10) Table 4.1.10: table showing – are you satisfied with the leave facility

offered by the organization?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Highly Dissatisfied 0 0
2 Dissatisfied 0 0
3 Neutral 0 0
4 Satisfied 12 52
5 Highly Satisfied 11 48
TOTAL 23 100

CHART 4.2.10

Are you satisfied with the leave facility offered by your

organization?

0% HIGHLY DISSATISFIED
DISSATISFIED
48% 52%
NEUTRAL
SATISFIED
HIGHLY SATISFIED

INTERPRETATION:

From the above information, 52% of the employees are satisfied with the leave facility and 48%
of the employees are highly satisfied with the leave facility offered by the organization.

~ 48 ~
 11) Table 4.1.11: table showing – what is your opinion about the

organization rules and regulations?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Highly Dissatisfied 0 0
2 Dissatisfied 0 0
3 Neutral 8 35
4 Satisfied 6 26
5 Highly Satisfied 9 39
TOTAL 23 100

CHART 4.2.11

What is your opinion about organization rules and

regulations?

0% HIGHLY DISSATISFIED
39% 35%
DISSATISFIED
NEUTRAL
26% SATISFIED
HIGHLY SATISFIED

INTERPRETATION:

From the above information, 39% of the employees are highly satisfied with the organization rules
and regulations; 26% of the employees are satisfied with the organization rules and regulation and
35% of the employees are saying they are neutral about this.

~ 49 ~
 12) Table 4.1.12: table showing – do you have stress due to over work?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Yes 5 22

2 No 18 78

TOTAL 23 100

CHART 4.2.12

Do you have stress due to over work?

22%

YES
78% NO

INTERPRETATION:

From the above information, 78% of the employees are saying that they don’t have stress due to
over work and 22% of the employees are saying that they have stress due to over work.

~ 50 ~
 13) Table 4.1.13: table showing – work-life balance is supported by this

organization?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Yes 23 100

2 No 0 0

TOTAL 23 100

CHART 4.2.13

Work life balance is supported by this organization?

100% YES
NO

INTERPRETATION:

From the above information, 100% of the employees are saying that the organization support to
maintain their work-life.

~ 51 ~
 14) Table 4.1.10: table showing –is your organization conducts training

programs often?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Yes 23 100

2 No 0 0

TOTAL 23 100

CHART 4.2.14

Is your organization conducts training program often?

100% YES
NO

INTERPRETATION:

From the above information, 100% of the employees are saying that organization often conducts
training programs.

~ 52 ~
 15) Table 4.1.15: table showing – is your training programs always linked

with your career development?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Strongly Disagree 0 0
2 Agree 0 0
3 Neutral 0 0
4 Agree 14 61
5 Strongly Agree 9 39
TOTAL 23 100

CHART 4.2.15

Are your training programs always linked with your

career development?

0% STRONGLY DISAGREE
39% DISAGREE
61% NEITHER AGREE NOR DISAGREE
AGREE
STRONGLY AGREE

INTERPRETATION:

From the above information, 61% of the employees are agree that the training programs always
linked with their career development and 39% of the employees are strongly agree that it is linked
with their career development.

~ 53 ~
 16) Table 4.1.16: table showing – how effective is the grievance handling

system of your organization?

NO. OF
[Link]. PARTICULARS PERCENTAGE (%)
RESPONDENTS
1 Highly ineffective 0 0

2 Ineffective 0 0

3 Neither effective nor ineffective 0 0

4 Effective 15 65

5 Highly ineffective 8 35

TOTAL 23 100

CHART 4.2.16

How effective is the grievance handling system of your

organization?

0% HIGHLY INEFFECTIVE
35% INEFFECTIVE
65% NEITHER EFFECTIVE NOR INEFFECTIVE
EFFECTIVE
HIGHLY EFFECTIVE

INTERPRETATION:

From the above information, Majority (65%) of the employees are saying that the grievance
handling system is effective and however 35% of the employees are saying that the grievance
handling system is highly effective in their organization.

~ 54 ~
 17) Table 4.1.17: table showing – employee participation in management

is encouraged here?

NO. OF
[Link]. PARTICULARS PERCENTAGE (%)
RESPONDENTS
1 Yes 23 100

2 No 0 0

TOTAL 23 100

CHART 4.2.17

Employee participation in management is encouraged

here.

YES
100%
NO

INTERPRETATION:

From the above information, Majority (100%) of the employees are saying that yes the employee
participation in management is encouraged by the organization.

~ 55 ~
 18) Table 4.1.18: table showing – is your management coming forward

when you are facing with critical situations?

[Link]. PARTICULARS NO. OF RESPONDENTS PERCENTAGE (%)

1 Never 0 0

2 Sometimes 5 23

3 Most of the times 9 41

4 All of the times 9 36

TOTAL 23 100

CHART 4.2.18

Is your management coming forward when you are

facing with critical situations?

0%
23%
36% NEVER
SOMETIMES
MOST OF THE TIMES
41%
ALL OF THE TIMES

INTERPRETATION:

From the above information, 41% of the employees are saying that most of the times management
come forward, 36% of the employees are saying that all of the times and however 23% of the
employees are saying that sometimes management coming forward when they facing with critical
situations.

~ 56 ~
 19) Table 4.1.19: table showing – have you ever felt like leaving the

organization?

NO. OF
[Link]. PARTICULARS PERCENTAGE (%)
RESPONDENTS
1 Yes 23 100

2 No 0 0

TOTAL 23 100

CHART 4.2.19

Have you ever felt like leaving the organization?

YES
100%
NO
SOMETIMES

INTERPRETATION:
From the above information, Majority (100%) of the employees never felt like leaving the
organization.

~ 57 ~
CHAPTER V
FINDINGS, CONCLUSIONS

&

SUGGESTIONS

~ 58 ~
 5.1 FINDINGS
The major findings from the collected data are as under:

 About 100% of the employees are very likely to recommend their family and friend to join
the AAI organization.

 About 48% of the employees are saying that all of the times employee retention helps in
the organization and 52% of the employees are saying that most of the times the employee
retention helps in the organization.

 About 52% of the employees are satisfied with the working environment of the
organization and 48% of the employees are highly satisfied with the working environment.

 About 43% of the employees are agree and 57% of the employees are strongly agree that
they feel secured with their job.

 About 100% of the employees are satisfied with the welfare facilities provided by the
organization.

 About 52% of the employees are satisfied and 48% of the employees are highly satisfied
with leave facilities provided by the organization.

 About 26% of the employees are satisfied with the organization rules and regulations, 35%
of the employees are feel neutral, 39% of the employees feel highly satisfied with
organization rules and regulations.

 About 22% of the employees are saying that they have stress due to over work and 78%
of the employees are saying that they have no stress due to over work.

 About 100% of the employees are saying that work life balance is supported by their
organisation.

 About 100% of the employees saying that there is often conduct of training programs in
their organisation.

~ 59 ~
 About 39% of the employees are strongly agree that the training programs are always
linked with their career development and 61% of the employees are agree that the training
programs are always linked with their career development.

 About 65% of the employees are saying that the grievance handling system of their
organisation is effective and 35% of the employees saying that the grievance handling
system of their organisation is highly effective.
 About 100% of the employees are saying that employee participation in the management
is encouraged here.
 About 36% of the employees are saying that all of the times management comes forward
when they are facing with critical situations, 41% of the employees are saying that most
of the times and 23% of the employees are saying sometimes management comes forward
when they are facing with critical situations.
 About 100% of the employees are saying that they never felt like leaving the
organisation.

~ 60 ~
 5.2 LIMITATIONS OF THE STUDY

 As the respondents were busy with their work, it was difficult to meet the
respondents and gain information.
 The study was limited to a little period only.
 This study sample size limit to 23 employees only.

~ 61 ~
 5.3 CONCLUSIONS

The Retention Strategies used by the AIRPORT AUTHORITY OF INDIA, JAMMU (CIVIL
ENCLAVE JAMMU AIRPORT) are great. The employees are very satisfied with the retention
strategies and very happy with working environment, welfare facilities, leave facilities etc. They
also feel secured with their job and work life balance is also supported by the organization. The
organization must be appreciated that their employees didn’t felt like leaving the organization and
for keeping their employees satisfied and assisting them in achieving personal and organizational
objectives.

~ 62 ~
 5.4 SUGGESTIONS AND RECOMMENDATION

In AIRPORT AUTHORITY OF INDIA, JAMMU (CIVIL ENCLAVE JAMMU AIRPORT), the

employees are satisfied with the Retention Strategies adopted or used by the organization.
Retention Strategies in the organization need improvement and enhancement so that it can increase
the satisfaction level and efficiency of the employees.

Some of the areas that can be improved: -

 The Top-Level Management or Employer should make an effort to enhance or modify the
rules and regulations of the organization.
 The Employees should give proper training according to their work, so that will help in
their career development.
 The Employer or the management should come forward when the employees are facing
with the critical situations because it will help in increase the employee – employer relation.

~ 63 ~
 BIBLIOGRAPHY

WEBSITE:

[Link]

[Link]

[Link]

[Link]

BOOKS:

 Armstrong m. Armstrong’s handbook of Human Resource practice, Kogan page.

 Dessler. G., Human Resource management, Pearson education, 13th edition.
 Kothari. C. (2017), research methodology methods and techniques by CR Kothari
published by new age international (p) ltd. Publishers.

REFERENCES

Saayman, E. Z., Slabbert, M. G., & Ottebacher, T. Y. (2023). EXAMINING EMPLOYEE

RETENTION STRATEGIES IN THE SOUTH AFRICAN HOTEL SECTOR: A
COMPARATIVE STUDY. African Journal of Emerging Issues, 5(5), 1-14.

Malhotra, P., & Rana, P. (2023). INFLUENCE OF DEMOGRAPHIC PROFILE OF

EMPLOYEES ON THE PERCEPTION OF EMPLOYEES RETENTION
STRATEGY. International journal of economic perspectives, 17(1), 160-172.

Adeyefa, A., Adedipe, A., Adebayo, I., & Adesuyan, A. (2023). Influence of Green Human
Resource Management Practices on Employee Retention in the Hotel Industry. African Journal of
Hospitality, Tourism and Leisure, 12(1), 114-130.

Kossivi, B., Xu, M., & Kalgora, B. (2016). Study on determining factors of employee
retention. Open Journal of Social Sciences, 4(05), 261.

Sindhu, G., Lakhera, A., Karthik, S., Murthy, M. Y. S., & Padma, S. (2023). A study on impact of
employee job embeddedness on employee retention.

~ 64 ~
Kaban, L. M., & Kulsum, U. (2023). Study on Compensation, Organizational Commitment, and
Work Motivation for Employee Retention at a Local Hospital. Jurnal Multidisiplin Madani, 3(4),
857-870.

Murugan, G. B., & Dharshini, M. P. (2023). Analysis on Impact of Work Life Balance towards
Job Retention on ITES Sector (IT Enabled Service Sector). International Journal of Engineering
and Management Research, 13(3), 47-59.

Chatzoudes, D., & Chatzoglou, P. (2022). Factors affecting employee retention: Proposing an
original conceptual framework. International Journal of Economics and Business
Administration, 10(1), 49-76.

Asif, R., & Nisar, S. (2022). Policies, rewards and opportunities: Antecedents of employee
retention. Indian Journal of Commerce and Management Studies, 13(1), 18-26.

~ 65 ~
 ANNEXURE
A STUDY ON EMPLOYEE RETENTION

AIRPORT AUTHORITY OF INDIA, JAMMU

I am IST year MBA student of CENTRAL UNIVERSITY OF JAMMU, am undertaking a research

project titled "A STUDY ON EMPLOYEE RETENTION IN AIRPORT AUTHORITY OF
INDIA (CIVIL AIRPORT), JAMMU." I request you to kindly fill in the following questionnaire.
I assure you that the information provided by you shall be kept confidential.

PERSONAL INFO:

NAME:

AGE:

GENDER:

EDUCATION QUALIFICATION:

EXPERIENCE:

Q1. Based on your overall experience with the organization how likely are you to recommend
your family/friends to join the AAI organization?

(A) Unlikely

(B) Little Likely

(C) Very Likely

Q2. Do you think that employee retention helps in the development of the organization?

(A) Never

(B) Sometimes

(C) Most of the times

(D) All of the times

~ 66 ~
Q3. Are you satisfied with working environment of the organization?

(A) Highly Dissatisfied

(B) Dissatisfied

(C) Neutral

(D) Satisfied

(E) Highly Satisfied

Q4. In the organization, do you feel secured in your job?

(A) Strongly Disagree

(B) Disagree

(C) Neither Agree nor Disagree

(D) Agree

(E) Strongly Agree

Q5. The welfare facilities provided by this organization are satisfactory?

(A) Yes

(B) No

Q6. Are you satisfied with the leave facility offered by your organization?

(A) Highly Dissatisfied

(B) Dissatisfied

(C) Neutral

(D) Satisfied

(E) Highly Satisfied

~ 67 ~
Q7. What is your opinion about organization rules and regulations?

(A) Highly Dissatisfied

(B) Dissatisfied

(C) Neutral

(D) Satisfied

(E) Highly Satisfied

Q8. Do you have stress due to over work?

(A) Yes

(B) No

Q9. Work life balance is supported by this organization.

(A) Yes

(B) No

Q10. Is your organization conducts training program often?

(A) Yes

(B) No

Q11. Are your training programs always linked with your career development?

(A) Strongly Disagree

(B) Disagree

(C) Neither Agree nor Disagree

(D) Agree

(E) Strongly Agree

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Q12. How effective is the grievance handling system of your organization?

(A) Highly Ineffective

(B) Ineffective

(C) Neither Effective nor Ineffective

(D) Effective

(E) Highly Effective

Q13. Employee participation in management is encouraged here.

(A) Yes

(B) No

Q14. Is your management coming forward when you are facing with critical situations?

(A) Never

(B) Sometimes

(C) Most of the times

(D) All of the times

Q15. Have you ever felt like leaving the organization?

(A) Yes

(B) No

(C) Sometimes

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