This chapter presents the final outcome and recommendations predicated on the results of the study and are divided in two portions. The results of the study review have been illustrated below with the conclusions. The results have been shown according to the methodological approach identified in chapter 4.


In this section the researcher wish to suggest some advice that might be appropriate to the Dell's situation but at the same time for other companies that encounters the similar dilemmas.

The organizations should not over targets making their employees committed to the organization. Instead the firms should assist in the employees to fulfillment with their career patters. The organization should implement advanced of professionalism and reliability within the organization and really should be dedicated to the employees in their occupation commitments. Keeping the commitments and profession opportunities will retain the employees.

As we seen a lot of the employees in the complex office are male and they have a short organizational tenure, the Dell should try to include more female employees especially from metropolis surroundings to decrease the turnover tendencies.

The Dell should make effort to help make the clarification of the employees on the profession paths and the options within the business. The business should make an effort to improve them by communicating the possibilities of learning and development.

The Dell should concentrate on human resource plans in recruiting the fresh graduates and training them. A lot of the fresh applicants consider the BPO job as a backup until obtaining a suitable one. therefore the management should try to focus matured prospects and keep them with associated benefits.

One of the reason why emerge from the study is supervisor's communication issues with the employees. The dell should maintain a fair organizational culture to minimize the gap between your employees and supervisors.


It is to reckon that knowledge is the most important resources. Knowledge is like on other resources, it is constantly made outdated, as today's developments are tomorrow's ignorance. Accordingly the knowledge needs of the businesses will change regularly. It really is to be known that the grade of the organization's employees and how well the business can hold on to them over time will largely depend on the critical factors in for sustainable competitive advantages in today's BPO industry. A scarcity of employees or knowledge can change the destiny of the business where employees assume control. So the devotion predicated on being devoted to a certain corporation for having a job doesn't exist ever again to the same scope. Instead the employees are looking to get more comfort and benefits in their job, nor desire to be worse off than others. The fact that employees appears to be less loyal with their organization also present difficult when formulating the individuals resource technique for keeping the employees. In fact this is the strong argument for most human reference departments rather than relay on building the employee loyalty. One of the cons of the high retention could be the decrease in entrance of the certified employees in to the organization. However, an all too much turnover can cause the loss of valuable quality workers who are bottom part for the organization's competitiveness. The capabilities of the firm to supply the benefits and good care depends through to how big is the business, small organizations usually cares their workers in a good manner because their capacities are pass on over fewer employees. Therefore the high retention rate in the tiny firm greatly influences the business.

In the data analysis section It is found that the employees tend to be demanding in terms of obstacles and development opportunities, but providing these opportunities doesn't keep the employees for long, since once these obstacles vanish the employees will look to start out for new troubles. This flexible employees doesn't rely on employees to look after them and it can be seen that the training and development opportunities the employees go through are only used in the job market as a way of bringing in potential employers.

The retention strategy is a very difficult function of group, as businesses need to consider both retention as the decisive factor for lasting competitive benefits and also becoming successful in their efforts. Employees can utilize these facts as they use the organization's development opportunities to increase their appeal in the job market but are completely provided by organizations in their efforts to build up and sustain employees. It is therefore important that the organizations will increasingly need to consider the understated of retention. One of the most essential subtleties of retention is, whatever a firm offers and what their attempts include to keep an employee it still does not assure the retention of employees. There may always be some other company that can offer more. This fact also compromises sustainability of competitive benefit, as people are not completely ecological within a firm. It could be argued that organizations in knowledge based mostly industries should not make an effort to achieve ecological competitive benefit, but instead focus on possessing a competitive workforce. Whether or not human resources contain the characteristics of offering a sustainable competitive advantage it is in no way a sustainable method of strategy formulation and execution.

Although retention strategies can help package with the challenge of motivating a worker to stay, theory appears to generalize individual needs. Pay is considered not to fulfill internal staff needs. However, we find that the identified need for salary as a retention strategy is highly dependent on an employee's personal and public situation. For example, an individual with high money would presumably value the chance to pay off his / her loans and therefore consider salary to be always a decisive factor because of their retention. On the other hand, a worker whose sociable situation is not dependent on increased salary will have a tendency to value other things such as job opportunities and challenging work. These two good examples show a polarized view of salary as a retention strategy but we find that one technique does not exclude the other. What is wanted to employees is highly recommended as a bundle of various rewards and offers that match specific employee demands. Despite the fact that this may entail supervision costs, since it is not a simple work to map individual needs, they are simply much less than recruitment costs. We find that the most effective retention strategy is the one which attentively considers specific worker needs.

This thesis has ranged over many issues of the worker turnover and retention strategies in Dell, it has put forwarded some recommendation but the most important thing to be considered is the best delicate of retention that would make the bottom for the right retention strategy.

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