A Study Of Employee Job Satisfaction And Retention Strategies At Jindal Saw Ltd.
Keywords:
employee retention; job satisfaction; manufacturing sector; middle-level management; Herzberg's theory; steel industry; organizational commitmentAbstract
Jindal Saw Limited is one of the leading manufacturers in the steel and tubular industry in India with a workforce
of 6,067 as of July 2024. This study explored the factors affecting job satisfaction and retention among 128 middle
level management employees of Rudrapur facility, Uttarakhand for the year 2024-2025. A five-point Likert scale
questionnaire was used to measure the relationship between compensation, job autonomy, supervisor support,
career advancement, workplace environment and intentions to stay. The PERT (permanent employee turnover
rate) has dropped from 14.3% in FY 2024-25 to 9.9% in FY 2025-26, indicating that organization's retention
mechanisms are working well. There were significant positive correlations for the dimensions of job satisfaction
and job tenure intention (r = 0.68, p < 0.001). The hypothesis was partially supported because intrinsic motivators
(recognition, autonomy, growth) did not prove to be the most important factors to predict retention when
compared to the other motivators which are extrinsic. Multivariate regression analysis showed that the most
important predictors of retention were supervisor encouragement and experience of skill utilization opportunities.
Results are consistent with the current literature on manufacturing sector retention and emphasize the need for
differentiated methods of employee engagement in manufacturing.
