Employee Retention in British Petroleum

This research paper is based on employee retention in British Petroleum. The purpose of the study is to investigate and identify employee retention strategies of British Petroleum to know how the organization has been dealing with the market odds and apply the approaches to retain its key employees.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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Abstract
The following research paper is based on employee retention in British Petroleum. The
purpose of the study is to investigate and identify employee retention strategies of British
Petroleum to know how the organization has been dealing with the market odds and apply the
approaches to retain its key employees. In order to perform the investigation a primary data
analysis has been performed and primary data has been collected by performing a survey
among the employees of BP, UK. The survey has been performed on the basis of the
sampling method. Study uses a non-probability sampling method to engage organization
members in the data collection process. Almost 30 members of the organizations have been
surveyed. Findings indicates that employee retention is a top most requirement for running
operation in a dynamic business environment, where external market needs are rapidly
changing. Findings says that employees tend to grow a tendency of switching their jobs a
place where they get better treatment. Thus, retention of employees is a challenging strategy
and initiative for the organization.

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Table of Contents
1.0 Introduction-.........................................................................................................................3
1.2 Research Aim...................................................................................................................3
1.3 Research Questions..........................................................................................................4
2. Literature Review...................................................................................................................5
2.1 Employee Retention.........................................................................................................5
2.2 Factors affecting employee retention...............................................................................7
3.0 Methodology......................................................................................................................10
3.1 Research Philosophy......................................................................................................11
3.2 Research Design.............................................................................................................11
3.3 Data collection method..................................................................................................12
3.4 Sampling method...........................................................................................................13
3.5 Data Analysis method....................................................................................................13
4.0 DATA ANALYSIS AND FINDINGS...............................................................................14
5.0 Discussion..........................................................................................................................29
6.0 Conclusion and Recommendation......................................................................................34
6.1 Conclusion......................................................................................................................34
6.2 Recommendation............................................................................................................35
References................................................................................................................................36

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1.0 Introduction-
This research project is based on employee retention in British Petroleum. It has been
identified that employee retention is a number of policies and practices that let employees
work or stick to the organization for longer period of time. However, such policies are
usually developed by the organization or human resource of the organization itself. However,
there are two fundamental elements associated with employee retention program which are
employee engagement and employee job satisfaction. It can be mentioned that retaining skills
or employee retention is one of the most successful element of business because increasing
rate of employee turnover could lead to a loss of knowledge and skills which could
negatively organization’s bottom line. An organization makes large investment for
recruitment, selection, training, administering employees and eventually make employees a
corporate asset for the business. However, when such trained employees leave the
organization, businesses are at stake. Thus, it is highly important to learn how organizations
today applies retention approaches to retain their key talents. In order to meet this purpose,
study considers the organization British Petroleum. This chapter provides research objectives
and questions based on which the review of existing paper have been performed in the
following section.
1.2 Research Aim
Aim of the study is to investigate and identify how organization today applies retention
strategies and deals with the employee turnover. Following are the key objectives to meet the
stated purpose.
• To evaluate the range of research works that has been researched in the area of
employee retention
• To find out factors that influence retention initiatives in the companies

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• To identify the importance of various aspects that influences retention initiatives in
the company
1.3 Research Questions
1. What are the factors that impact employee retention or staff turnover?
2. What are the importance of the aspects of employee retention in the organization?

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2. Literature Review
2.1 Employee Retention
According to James and Mathew (2012), sustainability and success of an organization
relies on the retention of key employees. To a greater extent, consumer satisfaction,
organizational performance with respect to increase of sales, employee satisfaction, reporting
of staff and effective succession planning is highly dependent on the ability to retain key
employees in an organization. On the other side, Aruna and Anitha (2015) mentioned that
encouraging employees to remain in organization for long –period of tome can be referred as
employee retention. Scholars of the study have mentioned the fact that employee retention is
more of a process in which employees are encouraged to stay in the organization for a long-
time or until the completion of the project.
Bryant and Allen (2013) argued that relatively less turnover studies focused
particularly on how employees decide to remain with an organization and what determines
attachment, retention techniques can be studied along with quitting techniques. On the
contrary, Terera, and Ngirande (2014) added the fact that retention as the obligation to
continue to do business or exchange a specific organization on an ongoing basis. A paper
study carried out by Aguenza, and Som (2018), employees who are most likely to be happy
and satisfied with their jobs are more inclined and dedicated towards their work and they
should always put their effort to enhance their organization end consumers’ satisfaction.
Authors of the study have also me mentioned the fact that customer liking, identification,
commitment, trust, readiness to make suggestions and repurchase intention with cognitive
retention and last two being behavioural intentions. It can be added that organizations today
tend to take a great care in retaining its valuable talents and skilled employees as they
increasingly become more challenging to find. Findings of this study has also added the fact

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that managing and retaining employees is a great factor of developing competitive edge
among the organization. In this context, Kwenin, Muathe and Nzulwa (2013) arguably added
the fact that most significant demands on management in the present day is the practice of
keeping the good or skilled employees as well as dynamic human resource which are
motivated and dedicated. Authors of this study has added the fact that if adequate employee
retention strategies are implemented by organizations, employees are most likely to remain in
the organizations and work for the effective implementation of organizational goals.
Nonetheless, it is worth telling that human resource department of the firm plays a
great role in retaining the key employees. So, it is certain that it makes policies for employee
betterment like employees could be satisfied with the organization and remain with the
organization for long period of time. This findings have made it clear that it is not just
retention of employees but also the retention of valued skills. If the organization wishes to
gain success in business, it has to keep and retain the key talents or the trained employees
who are productive but it is certain keeping productive employees in the organizations is
challenging. This is because market environment has been dynamic, which means customer
needs and demands are changing in a rapid way and consequently, employees’ demands are
also changing; thereby employee job satisfaction has been a significant issue to business.
On the contrary, Shore (2013) added the fact that inability of the organization is to
develop and implement strategies that help to recruit competent workers and retain them to
achieve organizational goals is one of the greatest challenge facing organizations in the field
of performance. On the other side, Das and Baruah (2013) added the fact that employee
retention is more of a systematic review to develop and foster an environment which
encourage employees to remain employed by having policies and practices that resolves the
diverse needs. Furthermore, Aguenza and Som (2018) mentioned the fact that it is more
necessary to secure as well as manage competent human resource as the most valuable

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resource of any business due to the requirement for effective and efficient delivery of goods
and services by businesses.
2.2 Factors affecting employee retention
Retention factors and the review of existing papers is not supposed to be exhaustive of
all possible theories associated with employee retention and turnover. Ahammad et al.
(2016) added the fact that employee retention is more significant than ever because an
employer’s ability to retain workers is no longer an aspect of being an ‘effective’ to work.
Oladapo (2014) argued the fact that employees are not staying in a position for decades
which is a true fact but retaining employees for long is doable.
Skill recognition: It can be stated that providing skills recognition of personal job
accomplishment is the most effective retention strategy for employees at any age. Researches
also imply the fact that fulfilling people need for then acceptance by individual work
achievement prolongs employment of employees. Kossivi, Xu and Kalgora (2016) stated the
fact that trends of an increased number of job applicants trying organizations that encourage
employees. Scholars of the study stated the fact that organizational benefits, personal
recognition could be priceless but the statistics support that the influence of verbal praise
holds the ability to increase organization’ loyalty, motivation and perseverance at no
additional cost. It can be stated that individual skill recognition is widely restricted by age
and it could motivate the positive behaviour, teamwork, confidence and growth in all
employees. It can be stated that both skill recognition as well as learning opportunities
improve the individual performance of the employees. Consequently, retention becomes more
stable.
Training: As put forward by Ghosh et al. (2013), training is a significant retention
factor for employees at any age. It can be added that data facts indicate that statistical training

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is fundamental factor for personal, professional development. It can be stated that both the
organizational benefits and cost savings associated with training program outweigh the initial
cost it incurs. It should be noted that training program available to workers can correlate with
70% of increase in employee retention rate. Moreover, training is highly required for
changing or dynamic market environment because market needs are rapidly changing and to
keep pace with the market, employee skills development program is essentially required.
Agyeman and Ponniah (2014) performed a study and mentioned that training method which
engages workers with the career challenge, growth opportunities and world incentives, wages
benefits are certainly effective for employees at any age. Furthermore, Agyeman and Ponniah
(2014) added that training programs could enhance the growth, prosperity of employees
because employees learn new things such as new skills, knowledge and technical know-how.
Career Development: As put forward by Osibanjo et al. (2014.), career
development is another significant opportunity that employees often look for when serving an
organization. According to the authors of this study, the purpose of career development
program is to help employees sense like their organizations are investing in them. It can be
added that organizations who manages aspects of their lives as well as deal with several
aspect of their lives and there is no proper promotion track. Singh and Jain (2013) mentioned
the fact that employers or the organizations can no longer provide job security but they could
certainly help people that there is not a clear promotion track. On the other side, Jehanzeb and
Bashir (2013) added the fact that job flexibility with the career and life option is a
fundamental option for all employees. Studies show that increasing trends of organisations
providing large flexibility with the inclusion of adaptable career such as mentoring,
workstation, job mobility and flexible work hours.
Compensation: As put forward by Das and Baruah (2013) creating a compensation
structure which supports an employee development program is a significant challenge for the

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organization. According to the author of this study, several organizations claim to base pay
increasers on performance which is not actually the case some organizations might seek to
insist on team environment but they continue reward people for the individual achievement. It
can be added that such consistencies might cause frustration as well as cynicism by workers
and it could be difficult when the employees are not watching significant pay increasers but
organizations leaders are effectively rewarded.
Leadership and Employee Retention:
As put forward by Elnaga and Imran (2013) perception of the employees’ about an
organization is effectively influenced by the relationship with the supervisor. Authors of this
study have stated the fact that leadership behaviour of a hospitality organization have
discovered that there is a positive relationship between the productivity, organization
commitment of employees and work satisfaction. Leaders often motivate the employees and
employees in return follow the leaders. For example, it is true that employees feel motivated
when leaders or supervisors tend to communicate with the employees on a regular basis.
Moreover, when there is an open communication method, employees feel free to
communicate with leaders with respect to their personal and professional issues.
Thus, when employees’ issues are addressed, they feel motivated towards the work
they perform in the organization (Chen 2014). On the other side, Nda and Fard (2013) added
the fact that some employees have the tendency to imitate their leader or supervisor to build a
similar personality for future growth of their career. This also creates the necessity for a
leader to become ethically and morally good (Tangthong, Trimetsoontornand and
Rojniruntikul 2014).
Job security: Kulkarni (2013) performed a study on Japanese workers and mentioned
the fact that employment features like life time employment and security system as well as

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job security could lead to greater commitment, job satisfaction retention of employees.
Findings of this study has also added the fact that dissatisfaction is one of the major outcome
of the insecurity among workers. On the other side, Aguenza and Som (2018) mentioned that
job performance as well as organizational commitment are negatively correlated with the job
insecurity.
Organizational culture: As put forward by Kulkarni (2013), employees tend to
prefer in an organization with the conducive working environment and they could be more
productive if the relationship between employees and employers are effective. Authors of this
study has also stated the fact that organizational culture can reflect norms, beliefs, values,
attitude of a member of the firm and it could also affect the way employees communicate or
interact with each other with clients and stakeholders. In response to this statement, Elnaga
and Imran (2013) added the fact that this fact is a focal point which affects employee
commitment and engagement in organization. It is certain that culture of a firm create
commitment beyond personal interest and benefits. Authors of this study also mentioned that
organizational culture could generate a sense of identity to organizational member in the
organization and it is more of a normal way of guiding people of what is expected out of
them at the workplace.
Feedback: As put forward by Kossivi, Xu and Kalgora (2016) feedback method is
another significant organizational practice and this practice influences employees to feel
valued when working in the organization. When supervisors or employees take feedback
from the employees with rest to work, culture, professional issues and other elements.
Agyeman and Ponniah (2014) also added the fact that when it comes to judging and
analysing the workplace issues, employee feedback method is widely acceptable for the
organization.

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3.0 Methodology
Research methodology is a fundamental aspect which could determine the outcome of
the study. Selection of research methods are highly important for the study. This section of
the study states how research methods have been selected and applied to the study. Employee
retention is a contemporary issue in every organization, thus, to know about the retention
policies and challenges associated with it, it is highly important to get data from the
employees or the corporate professional. As the current study investigates the employee
retention strategy of British Petroleum, the data will be collected from the employees of BP
in UK. So, the study uses a primary data for performing the data analysis.
3.1 Research Philosophy
Research philosophy is set of a principle that are effective and applicable to the
research context. This means that research context can be analysed with the research
philosophy because philosophy allows researcher to judge the context with different
perspectives. Research philosophy can be divided into three different categories namely
positivism, interpretivism and realism. As put forward by Hughes and Sharrock (2016),
positivism research philosophy depends on the quantifiable observation which leads to
statistical data analysis. For example, if employee retention strategies are to be measured,
outcome can be measured mathematically. On the other side, interpretivism research
philosophy considers interest of human. Major method of collecting data is interview and
observation method. However, in the present research, positivism research philosophy has
been selected because positivism reproach helps to generate quantifiable outcome from the
analysis of employee retention.

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3.2 Research Design
Research design is more about how the research questions and objectives are
supposed to be addressed and met. Kumar (2019) also mentioned that research questions are
about how the research questions are planned to resolve the question. Research design can be
divided into three different categories namely exploratory, explanatory and descriptive
research design. It has been identified that exploratory research design as the name implies,
it mainly resolves the questions and it does not provide final and conclusive solutions. For
example, if employee retention strategies are needed to be understood, exploratory research
design helps to have a better understanding about the problem associated with employee
retention. On the other side, Broad (2014) mentioned the fact that explanatory research
design tends to pay attention to a specific issue to describe the pattern of relationship between
the variables.
Descriptive study aims to cast light on the existing issues or problems through a
collection of data collection which enables to explain the situation more effectively. For
example, if the current study is required to identify the contemporary issues related to
employee retention, descriptive research design fundamentally helps to identify the issues.
Descriptive study is widely used to describe several aspects related to employee retention
strategies. So, in the present study, descriptive research design has been selected to
understand the ongoing issues of employee retention strategies in British Petroleum in UK.
3.3 Data collection method
Data collection technique is more a process which helps to collect data from all
relevant data sources to find responses to the existing research issues. For example, in the
present study, in order to address the research questions, data will be collected from the
secondary sources. Data collection method can be divided into two different categories
secondary data collection and primary data collection.

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Primary data collection: It can be added that primary data collection method can be divided
two different categories such as quantitative and qualitative data collection method.
Quantitative method: As put forward by Elnaga and Imran (2013), quantitative
method is dependent in mathematical calculations; the collected data can be processed with
mathematically with the close-ended questions. In the present study, quantitative data has
been collected by performing a survey among the employees of British Petroleum.
Qualitative Data: Qualitative data on the other side, do not involve numbers and
digits; for collecting information, interview method is usually applied. This method usually
involves words, sounds, feelings and emotions. However, in the present study, qualitative
data has not been used in the paper. Study is required to generate quantifiable outcome about
how employee retention strategies are applied to British Petroleum in UK. Thus, quantitative
data collection method has been applied.
3.4 Sampling method
As put forward by Agyeman and Ponniah (2014), sampling can be stated as a set of
principles which help to choose members of the population to be involved in the process.
Sampling method is divided into two different categories such as probability sampling and
non-probability sampling. It has been identified that in probability sampling method all
members of the population can take part in the data collection process, while in non-
probability sampling only a few members of the population who know about the research
context can take part in the data collection process. The major method of applying
probability sampling method is that respondents are chosen in a random order, while in non-
probability method sampling method, respondents are selected in non-random manner. In the
present study, non-probability sampling method has been selected because organizational
members are engaged in the data collection process and when organizational members are

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involved in the data collection process, respondents’ availability must be ensured. So, by
performing a non-probability convenience sampling method, the respondents are engaged in
the data collection process. Sample size for performing the survey among the employees is
50.
3.5 Data Analysis method
After collecting the data, collected data first has been converted to meaningful format
such as numbers and digits for the interpretation of the data. Likewise, in order to perform the
analysis of the data, primary findings have been linked to the findings found in the existing
research papers.

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4.0 DATA ANALYSIS AND FINDINGS
1. How far do you agree that Training and Development program has positive
impact on employee retention strategies at British Petroleum?
2. Row
Label
s
3. Cou
nt
of
1.
4. Agree 5. 19
6. Disag
ree
7. 10
8. Stron
gly
disagr
ee
9. 1
10. Gran
d
Total
11. 30
Table 1: Training and development program in British Petroleum

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Graph: Table 1: Training and development program in British Petroleum
2. How far do you agree that organizational culture of British Petroleum is effective
for working for long in the organization?
Row
Label
s
Cou
nt
of
2.
Agree 20
Disag
ree
9
Stron
gly
disagr
1

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ee
Gran
d
Total
30
Table 2: Impact of organizational culture on employee retention
Graph 2: Impact of organizational culture on employee retention
3. How far do you agree that BP provides its employees with suitable career growth
opportunities?
Row
Label
s
Cou
nt
of
3.
Agree 20

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Disag
ree
9
Stron
gly
disagr
ee
1
Gran
d
Total
30
Table 3: Career development opportunities
Graph3: Career development opportunities
4. Do you believe that communication styles followed by managers and supervisors
at BP to approach them when necessary?

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Row
Labels
Count of
4.
Maybe 1
No 4
Yes 25
Grand
Total
30
Table 4: Communication approach of managers
Graph 4: Communication approach of managers
5. Do the managers at BP takes employees’ feedback when required?
Row Coun

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Labels t of 5.
Maybe 1
No 5
Yes 24
Grand
Total
30
Table 5: Employees’ feedback
Graph 5: Employees’ feedback
6. How far do you agree that the compensation packages offered by employees at
BP are suitable to continue working?
Row
Lab
els
C
ou
nt

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of
6.
Agr
ee
19
Disa
gree
10
Neu
tral
1
Gra
nd
Tot
al
30
Table 6: Compensation packages
Graph 6: Compensation packages

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7. How far do you agree that leadership has impact on employee retention
program?
Row
Labels
Count of
7.
Agree 19
Disagree 11
Grand
Total
30
Table 7: Leadership has impact on employee retention program
Graph 7: Leadership has impact on employee retention program
8. Does BP provides appropriate rewards and recognition program to employees
for their performance?
Row Count of

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Labels 8.
Agree 18
Disagree 12
Grand
Total
30
Table 8: Rewards and recognition program
Graph 8: Rewards and recognition program
9. Are you likely to change your job in the following time period?
Row Labels Count
of 9.
In 2 years 18

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Next 6 months to
1 year
9
Not likely 3
Grand Total 30
Table 9: Possibility of switching the job in the coming years
Graph 9: Possibility of switching the job in the coming years
10. What is your overall working experience in the present industry?
Ro
w
Lab
els
Co
unt
of
10.
1 1

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yea
r
2 to
3
yea
rs
9
4 to
5
yea
rs
20
Gra
nd
Tot
al
30
Table 10: Overall working experience in the present industry

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Graph 10: Overall working experience in the present industry
11. How far are you satisfied in working with BP presently?
Row
Labels
Coun
t of
11.
Dissatisfi
ed
12
Satisfied 18
Grand
Total
30
Table 11: Employees Satisfaction in working with BP
Graph 11: Employees Satisfaction in working with BP
12. Please specify your current designation in the organization?

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Row Labels Count of
12.
General
Employees
1
Operational
staff
5
Staff at the
mining
5
Supervisors 19
Grand Total 30
Table 12: Employees’ designation

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Graph 12: Employees’ designation
13. For how long have you been working in BP? Choose from the following
Row Labels Count
of 13.
2 years to 4
years
23
5 years and
above
1
6 months to
1 year
6
Grand
Total
30
Table 13: Employee Tenure

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Graph 13: Employee Tenure
14. Please specify your gender
Row
Labels
Count of 14. Please specify your
gender
Female 11
Male 19
Grand
Total
30
Table 14: Gender

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Graph 14: Gender

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5.0 Discussion
According to the first quantitative question on whether raining and development has
positive impact on employees. The above presented graph helps to observe the fact that
almost 64% of the respondents out of 30 have added the fact that training and development
programs have a positive impact on employee retention strategies, while 33 respondents have
mentioned the fact that training and development program does not have any impact on
employee retention strategies. However, it can be added that training and development
programs have positive influence on the employees because it is certain that employees
would like to learn new skills and gain knowledge, which would certainly enhance their
performance in the organization. On the other side, it has also been identified that if the
organizations wish to enhance the productivity of the organization, it has to rely on the skills
and knowledge of employees. Thud, it can be mentioned that training and development
program have positive impact on employee retention strategies. In the literature review, it
was also studied that training is a significant retention factor for employees at any age. It can
be added that data facts indicate that statistical training is fundamental factor for personal,
professional development (Ghosh et al. 2013). Training method which engages workers with
the career challenge, growth opportunities and world incentives, wages benefits are certainly
effective for employees at any age (Agyeman and Ponniah 2014). As both primary findings
and the findings of the existing have mentioned the same fact that training has a positive
impact on employee retention program. Thus, it can be mentioned that training and
development programs have a positive impact on employee retention program.
The second quantitative question on whether or not organizational culture on British
Petroleum has positive impact indicates the fact that almost 67% of the employees have
mentioned the fact that existing organization of British Petroleum have a positive impact on

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training and development program. It is certain that in order to get a desired return from
organizational workforce, it is highly important that organization has a supportive and
effective organizational culture which embeds employees. It is certain that all individuals are
involved in forming the culture. In the literature review, it was studied that employees tend to
prefer in an organization with the conducive working environment and they could be more
productive if the relationship between employees and employers are effective (Kulkarni
2013). This study has also stated the fact that organizational culture can reflect norms,
beliefs, values, attitude of a member of the firm and it could also affect the way employees
communicate or interact with each other with clients and stakeholders. Thereby, it can be
added that there is a relation employee retention and organizational culture, which means
organizations culture can strongly influence employee retention. For example, if an
organization is having an autocratic organization culture where communication is rare
occurrence between employee and employer, the business as a whole can experience a high
employee turnover.
Third quantitative question on whether or not BP provides its employees with
appropriate career growth opportunities. The primary findings indicate the fact that almost 20
employees out of 30 have mentioned the fact that the organization provides its employees
with career growth opportunities. Career growth opportunity is one of significant requirement
that every individual employee would prefer when serving an organization over long period
of time. On the other side, it has been identified that when the employer finds the employees
productive or suitable for the type of operation it performs, organization itself provides the
career growth opportunities to its employees. It was studied in the literature review that
career development is another significant opportunity that employees often look for when
serving an organization. The purpose of career development program is to help employees
sense like their organizations are investing in them (Osibanjo et al. 2014). Thus, it can be

33HUMAN RESOURCE MANAGEMENT
added that career development opportunity for employee is a significant requirement that
employer must have to consider especially developing strategies for employee retention.
Like, the career development opportunity, feedback system is another significant
approach of retention strategies. It has been identified that employees could feel motivated
when they see their supervisors and managers are asking for feedback about the workplace.
The findings of the survey have stated the fact that almost 24 employees out of 30 have added
the fact employee feedback is an effective practice which often motivates employees to
perform their work. The existing finding have also stated the fact that feedback method is
another significant organizational practice and this practice influences employees to feel
valued when working in the organization. When supervisors or employees take feedback
from the employees with rest to work, culture, professional issues and other elements
(Kossivi, Xu and Kalgora 2016). So, there is hardly any dissimilarity between the existing
findings and primary findings in the context of feedback system in the organization, Thus it
can be mentioned that feedback system have positive impact on employee retention. This
means feedback system can also motivate the employees for working the in the organization.
So, when the employees are motivated that they are most likely to continue working in the
coming days..
One of the question on whether or not the compensation packages offered the organization
BP is suitable and the finding of this context helps to observe the fact that like every other
factor compensation is another significant factor which could strongly impact employees.
This means of the compensation package of the organisation is effective, employees are most
likely to remain in the organization. In the literature review, it was studied that creating a
compensation structure which supports an employee development program is a significant
challenge for the organization. Several organizations claim to base pay increasers on
performance which is not actually the case some organizations might seek to insist on team

34HUMAN RESOURCE MANAGEMENT
environment but they continue reward people for the individual achievement (Das and
Baruah 2013).
Just like the compensation package, it has also been identified that leadership has a strong
impact on employee retention strategies. This means organizational leaders can motivate and
influence the employees. There could be some incidents where the employees of the
organization would like tom follow the leader and listen to them or feel motivated by
listening to what their leaders say. This conception is true as almost 63% of the respondents
in the survey have mentioned the fact that leaders can positively create impact on the
employees. Leaders can prevent employees from switching to other jobs. The primary
findings also helps to observe the fact that rewards and recognition holds a significant
importance in employee retention strategies. It is certain that when employees are rewarded
for their performance, employees feel motivated towards the job and the organization.
According to Maslow’s self-esteem needs, employees often want to gain respect and
admiration; thus, it is highly important for human resource department to provide employees
with praise and recognition for the tasks they perform the responsibility they undertake in the
workplace. When it comes to skills recognition, scholars of existing papers have mentioned
the act that providing skills recognition of personal job accomplishment is the most effective
retention strategy for employees at any age. Researches also imply the fact that fulfilling
people need for then acceptance by individual work achievement prolongs employment of
employees. This means that existing papers tend to emphasise employees’ skills- employee
skills need to be recognised adequately. Findings of existing paper have also stated fact that
organizational benefits, personal recognition could be priceless but the statistics support that
the influence of verbal praise holds the ability to increase organization’ loyalty, motivation
and perseverance at no additional cost. It can be stated that individual skill recognition is

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widely restricted by age and it could motivate the positive behaviour, teamwork, confidence
and growth in all employees.
When it comes to employee retention, present scenario of BP in UK indicates that
almost 18 respondents out of 30 stated that they are most likely to switch their jobs in coming
2 years, while 6 respondents out of 30 have mentioned they are likely to change their job in
next 6 months to 1 year. Almost, 3 out of 30 respondents have mentioned they are likely to
stay in the organizations. This data fact helps to observe that even though the employees are
satisfied with whatever BP provides to its employees, employees still have the intention to
change their job in the coming years. It can be added that dynamic market have created
tremendous pressure on the organization. Organizations are in the rush of developing suitable
strategies so that they can hold and retain their key talents to deal with the changing
marketing environment. In the literature review, it was found that fact that employee
retention is more significant than ever because an employer’s ability to retain workers is no
longer an aspect of being an ‘effective’ to work (Ahammad et al. 2016). Another study has
stated the act that mentioned the fact that it is more necessary to secure as well as manage
competent human resource as the most valuable resource of any business due to the
requirement for effective and efficient delivery of goods and services by businesses (Aguenza
and Som 2018).

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6.0 Conclusion and Recommendation
6.1 Conclusion
In conclusion it can be mentioned that employee retention is a top most requirement
for running operation in a dynamic business environment, where external market needs are
rapidly changing. Findings helps to state that fact that employees tend to grow a tendency of
switching their jobs a place where they get better treatment. Thus, retention of employees is a
challenging strategy and initiative for the organization. In addition to this, it is certain that are
employees are not supposed to stick to the organizations if they do not receive appropriate
treatment and the benefits they look for, while organizations are under the pressure of
retaining the key talents to remain competitive in the market. So, even when the orfna9tions
is supposed to gain competitive advantage, organizational workforce have to be skilled
enough. Thus, employers mist have to consider several aspects such employee skills
development programs, training and development program, career growth opportunities.
Apart from these areas, organizations will also have to think of internal
organizational culture, where leadership and communication would play a great role to
motivate employees and eventually reduce the rate of employee turnover. So, this
implication is no different from the primary findings where it was found that training and
development programs have positive influence on the employees because it is certain that
employees would like to learn new skills and gain knowledge, which would certainly enhance
their performance in the organization. Thus, it can be added that employee retention strategy
covers a wide area of organisation or a business. When it comes to the operational scenario
of British Petroleum, it can be added that organization needs to pay attention to its
compensation package because almost 10 respondents have added that compensation package

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is not adequate. Organization must have to consider this factor because compensation could
certainly motivate employees to work in the organization or continue working with the firm.
6.2 Recommendation
It can be mentioned that compensation strategy should be built in a way that it helps
to retain employees or retain the talents in the organization. Following are some of the
elements should be considered when designing a compensation strategy.
Pay employees salary and incentive: Organization should understand the fact that salary
compensates employees for performing their basic role and responsibilities but incentive
certainly motivates employees to meet and go beyond their goals. This also provides
employees an opportunity to increase their earning. Thus, organization needs to pay
employees the incentive portion of their compensation as soon after they meet their feasible
goals.
Determine what the competitors are paying: It can be mentioned that one significant way
to attract as well as retain top employees and keep them motivated is to pay employees as
much than the competitors. This means every year, organization needs to determine what the
competitors are paying and adjust the compensation according to the plan. Organization can
do this by generally asking people of other companies such the interview about the
compensation plan.

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