Eltizam Employee Retention Strategies

This assignment examines Eltizam Asset Management Group's strategies for retaining employees. It focuses on factors such as salary packages, the type of business, psychological aspects of candidates, structured advancement opportunities, and the impact of employee involvement in decision-making. The assignment also explores the influence of job responsibilities, training, zeal to work, organizational commitment, and performance bonus structures on employee retention.

Impact of recruitment strategies on employee retention - An overview of Eltizam Asset
Management Group, UAE
Name of the student
Name of the university
Author’s note

Table of Contents
Chapter One :Introduction...............................................................................................................6
1.1 Background of the research study..............................................................................................6
1.2 Research Problem......................................................................................................................6
1.3 Research Aim.............................................................................................................................7
1.4 Research Objectives...................................................................................................................7
1.5 Research Questions....................................................................................................................8
1.6 Research Hypothesis..................................................................................................................8
1.7 Significance of the study...........................................................................................................8
Chapter Two : Literature Review....................................................................................................9
2.1 Introduction................................................................................................................................9
2.2 Definition of Recruitment and Selection...................................................................................9
2.3 Definition of Recruitment........................................................................................................10
2.4 Background of Eltizam Asset Management Group.................................................................10
2. 5 Recruitment strategies employed by Eltizam Asset Management Group..............................11
2.6 Retention strategies employed by Eltizam Asset Management Group...................................12
2.7 Conceptual framework.............................................................................................................14
2.8 Conclusion...............................................................................................................................16
Chapter Three: Research Methodology.........................................................................................17
3.1 Research Philosophy................................................................................................................17
3.2 Justification for using Positivism research philosophy...........................................................17
3.3 Research Approach..................................................................................................................17
3.5 Research Purpose.....................................................................................................................18
3.7 Research Strategy....................................................................................................................18
3.9 Data Collection........................................................................................................................18
3.10 Sample Selection- Population and Sample size.....................................................................19
3.11 Data Analysis.........................................................................................................................19
3.12 Limitations.............................................................................................................................19
3.13 Ethical Considerations...........................................................................................................19
Chapter Four: Results, Analysis and Discussion...........................................................................21

4.1 Introduction..............................................................................................................................21
4.2 Demographic profile of the Employees...................................................................................21
4.3 Recruitment strategies employed by Eltizam Group...............................................................22
4.4 Retention strategies employed by Eltizam Group...................................................................31
4.5 Correlation studies...................................................................................................................40
4.6 Testing of Hypothesis..............................................................................................................43
4.7 Interpretation of Results and Analysis.....................................................................................45
Chapter 5: Conclusion, Recommendation and Future Work.........................................................46
5.1 Conclusion...............................................................................................................................46
5.2 Recommendations....................................................................................................................47
Improving employee recruitment..............................................................................................47
Improving employee retention...................................................................................................48
References and Bibliography.........................................................................................................50
Appendix........................................................................................................................................54

Table of Tables
Table 1: Gender.............................................................................................................................20
Table 2: Age Group.......................................................................................................................20
Table 3: What is the most important technique used by your organization to recruit new
employees?....................................................................................................................................21
Table 4: Do you provide Stipend programs to new recruits..........................................................22
Table 5: Do you provide Internships and Liaisons to new recruits...............................................23
Table 6: Does the organization clearly define the position objectives, requirements and candidate
specifications in the recruitment process?.....................................................................................24
Table 7: To what extent do/did you feel that Salary Package of business impact the ability to
recruit staff?...................................................................................................................................25
Table 8: To what extent do/did you feel that the type of business impact’s the organizations
ability to recruit staff?....................................................................................................................26
Table 9: Does the psychological aspects of the candidate influence the recruitment process?.....27
Table 10 : Performance Bonus Structure is essential....................................................................28
Table 11 : Structured Path advancement.......................................................................................29
Table 12: Employee involved in decision related to business.......................................................30
Table 13: Salary Package’s impact to retain staff.........................................................................31
Table 14 : Type of business impact’s to retain staff......................................................................32
Table 15 : Job responsibility influence to retain employees..........................................................33
Table 16 : Job training, coaching influence in retention of employees.........................................34
Table 17 : Zeal to work prevents frequent staff resignation and promotes organizational
performance...................................................................................................................................35
Table 18 : Organizational commitment prevents frequent staff resignation.................................36
Table 19 : Performance Bonus Structure.......................................................................................37
Table 20 : Communication with Superiors....................................................................................38
Table 21: Correlation amongst recruitment strategies...................................................................40
Table 22: Correlation amongst retention strategies.......................................................................41
Table 23: Independent Sample t-test.............................................................................................42
Table 24: ANOVA: Recruitment...................................................................................................42
Table 25: Independent sample t-test..............................................................................................43
Table 26: ANOVA – Retention.....................................................................................................44

Table of Figures
Figure 1: Conceptual Framework to test recruitment strategies....................................................13
Figure 2 : Conceptual framework to test retention strategies........................................................14
Figure 3: Demographic profile of Employees...............................................................................21
Figure 4: The most important technique used by Eltizam to recruit new employees....................22
Figure 5: Provides Stipend to new recruits....................................................................................23
Figure 6: Provides Internships and Liaisons..................................................................................24
Figure 7: The organization defines the requirements to candidates..............................................25
Figure 8: Salary Package’s impact to recruit new staff.................................................................26
Figure 9: Type of business’s impact to recruit new staff...............................................................27
Figure 10: Influence of psychological aspect of the candidate in recruitment..............................28
Figure 11 : Performance Bonus Structure is essential...................................................................29
Figure 12 : Structured Path towards advancement........................................................................30
Figure 13: Employee involved in decision related to business......................................................31
Figure 14 : Salary Package’s impact to retain staff.......................................................................32
Figure 15 : Type of business impact’s to retain staff.....................................................................33
Figure 16 : Job responsibility influence to retain employees........................................................34
Figure 17 : Job training, coaching influence in retention of employees........................................35
Figure 18 : Zeal to work prevents frequent staff resignation and promotes organizational
performance...................................................................................................................................36
Figure 19 : Organizational commitment prevents frequent staff...................................................37
Figure 20 : Performance bonus Structure......................................................................................38
Figure 21 : Communication with Superiors...................................................................................39

Chapter One :Introduction
1.1 Background of the research study
The successful adoption of recruitment as well as retention of employees has proved to be
most integral part of Eltizam Asset Management Group (Eltizam.ae 2017). In addition,
recruitment and selection for asset management group have proved to be core human resource
planning activity and vital part of overall strategic plan. Furthermore, the complexity of the
human resource planning process widely varies upon size of the organization as well as
perception and status of the human resource function within Eltizam Asset Management Group.
Therefore, Eltizam Asset Management Group has Human Resources as a core function used in
their operations for managing the manpower in an effective way (Al Ariss, Cascio and Paauwe
2014).
The research study had been conducted by the researcher by focusing on UAE-based
Company and the name of the company is Eltizam Asset Management Group (Eltizam.ae 2017).
This particular company is a dynamic, motivated as well as proficient asset management
company that aims at delivering integrated services in an effective way that gives potential
clients a new definition to asset management activities. This company employs exceptional
people who have the zeal and confidence towards working in a competitive environment. This
company is setting new benchmarks as well as standards to become leading authority in asset
management in Middle East region. The company strives to provide highest quality of services to
the potential clients based on international standards. The human resources and staff members
working at Eltizam Asset Management Group are passionate about their work and at the same
time encourage each other to achieve more in the near future and be recognized and awarded.
The company takes the ownership as well as accountability for all the actions. The company
ensures transparency as well as sustaining trust level by delivering services on time and keeping
the promise. The company even expects high levels of ethics as well as professionalism and
treats each employee equally (Armstrong and Taylor 2014). The company believes in constantly
monitoring trends by putting emphasis upon innovation as well as adaptability towards change.
The company seeks opportunities to add value to the business enterprise in the most appropriate
way. They are open to new ideas as well as believe in continuously learning from each other.
The employees working in the company are committed to the core values as well as becoming
loyal to the business enterprise. The employees working at this company are proud to represent
themselves at true asset to the business enterprise (Al-Emadi, Schwabenland and Wei 2015).
1.2 Research Problem
The problem identified in the present research study is recruiting new candidates and
even retention of existing employees at Eltizam Asset Management Group (Eltizam.ae 2017). It

is difficult to recruit potential candidates every time in a company because any wrong hire can
lead to hamper the level of productivity in that particular job field. Recruiting costs are higher so
it is a great responsibility for the HR department to recruit deserving candidates for the job.
Retaining employees does not mean hiring an employee who is going to stay in the same position
until he or she retires. Recruiter faces difficulty in balancing speed and quality. These recruiters
face biggest challenge in balancing speed of hire with quality of hire. Even after recruitment, it is
very difficult to retain existing employees for longer duration of time frame. The recruitment
strategy adopted by the company should be new and outdated. In order to work in this
competitive environment, recruiters needs to ensure that they are using latest and updated
recruitment strategy to ensure that the new strategy will help in producing superior results
(Bamberger, Biron and Meshoulam 2014). With the advancement of technology and shift in
culture, it is noted that there is huge changes present in the current recruitment world. Recruiters
face new challenges because of digital landscape, restless workforce.
Recruitment and retention of employees is not an easy task and for this reason,
companies hire recruiters as well as human resource departments. In addition, the HR
Department of a company faces various challenges in recruiting new employee. The ability of
business to overcome the challenges depends upon various factors that include economy as well
as competence and commitment of the recruiter. Hiring a new candidate is time taking process
(Benitez-Amado, Llorens-Montes and Fernandez-Perez 2015). The issue faced by recruiter is
regarding quality of candidates that prevails in this changing working economy. There is an
emergence of technologies as well as awareness of global economics and increased educational
requirements that are in high demand.
1.3 Research Aim
The main aim of the research study is to investigate on “Impact of recruitment strategies
on employee retention - An overview of Eltizam Asset Management Group, UAE” (Eltizam.ae
2017). The study investigates as well as improves on the method for the recruitment and
retention of employees at Eltizam Asset Management Group. The research study at the end draw
conclusions that will help HR managers of Eltizam Asset Management Group to retain the
existing employees and recruit talented and potential candidates by using effective strategies.
1.4 Research Objectives
To find out any gender difference in recruitment strategies as followed by Eltizam Asset
Management Group (Eltizam.ae 2017)
To highlight any gender difference in retention strategies as followed by Eltizam Asset
Management Group

To evaluate on the current recruitment strategies used by Eltizam Asset Management
Group
To assess on the current retention strategies used by Eltizam Asset Management Group
1.5 Research Questions
1. Is there any gender difference in recruitment strategies followed by Eltizam Asset
Management Group?
2. Is there any gender difference in retention strategies followed by Eltizam Asset
Management Group?
1.6 Research Hypothesis
Hypothesis 1 : There is no gender difference in recruitment strategies of Eltizam Group
Hypothesis 2 : There is no age difference in recruitment strategies of Eltizam Group
Hypothesis 3 : There is no gender difference in retention strategies of Eltizam Group
Hypothesis 4 : There is no age difference in retention strategies of Eltizam Group
1.7 Significance of the study
The significance of the research study is to identify the issues that arrive from recruitment
and retention of employees at Eltizam Asset Management Group (Eltizam.ae 2017). Current
research into Eltizam Asset Management Group business recruitment and retention issues
emphasizes upon the ability for discovering as well as retaining talented staff members. It is
important to integrate the benefits of recruitment and treatment of employees in Eltizam Asset
Management Group for enhancing the outcomes of these processes in business premises. The
current literature in the study explains about recruitment strategies and retention strategies. Most
of the human resource department finds it difficult to hire new employees at work. Retention of
existing employees is very important. Corporate culture as well as working environment plays
main role in retention activities (Cascio and Boudreau 2016). There are several factors such as
compensation as well as benefits and working environment in employee recruitment.

Chapter Two : Literature Review
2.1 Introduction
This chapter explains the literature review that covers viewpoint of different empirical
works of scholars on recruitment strategies as well as retention strategies at Eltizam Asset
Management Group, UAE (Veloso et al. 2014). The reason to review the literature section is to
establish linkages between recruitment as well as retention strategies that form the main basis for
the analysis of present research study. This section covers main areas that include works of
scholars on recruitment as well as retention strategies adopted by Eltizam Asset Management
Group in United Arab Emirates. Therefore, the study examines the research by drafting
conceptual framework at the end that is further divided into components pertaining to
recruitment strategies and retention strategies at Eltizam Asset Management Group, UAE (Renz
2016). Training employees at work is the one of the best way to reinforce the sense of value. By
training the employees, there is high possibility that these employees will be able to achieve
further goals as well as have a solid understanding of job requirements at the same time.
2.2 Definition of Recruitment and Selection
As rightly put forward by Taylor (2014), forms of recruitment and selection plays
important role in companies such as Eltizam Asset Management Group, UAE. Without human
resources, companies cannot function well and face difficulty in maintaining their existence. By
proper recruitment and selection, employees will gain an opportunity to work in the present
company or business (Cascio and Boudreau 2016). Recruitment is defined as the process that
opts for seeking and attracting a pool of applicants where qualified candidates are selected. On
the other hand, selection is defined as the process that links with human resource objectives as
well as employment objectives. Selection is the process where available candidates are chosen
with a view that these candidates can perform well in the job (Tiwari and Shrivastava 2013).
Recruitment of staff members is treated as one of the crucial personnel function that need
proper execution when competent staff members are employed in particular business enterprise.
Schiemann (2014) observed that the success of any business enterprise for achieving future goals
is enhanced because of the quality of its workforce. Recruitment can be termed as the process for
searching from large pool of interested candidates where business enterprise selects most
competent and qualified applicants for their business (Cappelli and Keller 2017). It is essential to
understand the fact that the principles of human resource management are treated same in both
private as well as public organizations. It is due to personnel management that deals with the
acquisition of personnel for managing ways in order to achieve goals of business enterprise as a
whole. The main goal of business enterprise is to achieve positive results based on which the

company aims at setting out ways to employ competent staff members as it is crucial activities to
attainment of future business success (Rachel, Pavithra and Imran 2016).

2.3 Definition of Recruitment
According to Soon (2017), recruitment is defined as the effort put by an organization to
induce a sufficient number of suitably qualified individuals for applying for position that are
readily available in the business enterprise. In order to opt for any new position, employee
should have the knowledge on job vacancies available for that post. In addition, recruitment is
the process that are used by companies to attract suitable people where they can apply for
position by making them aware that such positions exist in their companies (Pobst 2014).
2.4 Background of Eltizam Asset Management Group
Eltizam Asset Management Group is one of the leading asset management companies
based in United Arab Emirates that aims at providing strategic management services. The
company leverage expertise with the partners that benefit investors as well as homeowners and
commercial occupants. The main purpose of Eltizam Asset Management Group is to make
stakeholders safe and comfortable in their own property (Tatoglu, Glaister and Demirbag 2016).
Eltizam Asset Management Group work following tight deadlines as well as maintaining strong
customer service ethics for maintaining highest set of standards
Eltizam Asset Management Group is one of the multicultural companies that are rapidly
expanding both in United Arab Emirates and globally (Oseghale, Mulyata and Debrah 2017).
This asset management company shows interest in recruiting the best talent as per industry
benchmark. Eltizam Asset Management Group is constantly strive to find talented as well as
ambitious individuals with creative minds and those who have the ability to be inspirational
leaders in selected field of excellence (Tarique and Schuler 2012).
Working with Eltizam Asset Management Group is invaluable as the company foster an
opportunity for the employees to develop in their professional growth by interacting with leading
professionals of the industry who have proper knowledge about Asset management (Oladapo
2014). While working in this company, the team members have a sense of trust and
responsibility to help each other when needed. In addition, Eltizam Asset Management Group
provides the right platform as well as environment especially for maintaining work-life balance,
job satisfaction as well as career growth and recognition (Chitsaz-Isfahani and Boustani 2014).
The work assigned to the employee is more challenging and innovative that leads to work in an
exciting and safe atmosphere. Employees working under this company try their best to contribute
towards collective growth of the company as a whole (Sparrow, Hird and Cooper 2015).
The key drivers of attaining success level by Eltizam Asset Management Group was done
by partnering with clients so that the company can deliver best quality services as well as value
for money (Meyers and van Woerkom 2014). The company believes in understanding the
business needs of the clients that aligns with the services for attainment of future goals as well as
objectives. The company aims at helping the clients to achieve cost efficiencies as well as higher

return on investment over and above average inflationary targets. In addition, the company even
provides one-stop-shop service for the clients in order to help them in outsourcing non-core asset
management services (Breaugh 2017). Furthermore, Eltizam Asset Management Group
constantly focuses on implementing business model evolution that differentiates the company
from the competition. The company even focuses on creating business opportunities that include
product diversification for enhancing the value of shareholders (Skuza and Scullion 2015).
Eltizam Asset Management Group is committed towards providing sustainable as well as
strategic asset management solutions to the clients and customers. The company aims at
enhancing business brand reputations that work constantly on upgrading the asset valuation of
the clients. In addition, the specialized professionals of Eltizam Asset Management Group ensure
to render committed excellence for delivery of exceptional solutions to the clients (Armstrong
and Taylor 2014).
2. 5 Recruitment strategies employed by Eltizam Asset Management Group
Identifying and nurturing top performance- The HR Department of Eltizam Asset
Management Group firstly aims at identifying as well as nurturing top performance (Benitez-
Amado, Llorens-Montes and Fernandez-Perez 2015). They identify top 20% of performance in
their business and keep a track of that information in an accessible list. Action plan need to be
made by these HR managers where discussion will be done on how to keep employees happy
and retain them with their company for longer period of time (Singh and Sharma 2015).
Recruitment technique- There is various important recruitment technique adopted by Eltizam
Asset Management Group for recruiting new employees. Newspaper advertisement, school or
placement job and website advertisement are some of the important recruitment technique used
by Eltizam Asset Management Group where new employees can be recruited that work for
becoming the real asset to the company (Mehta, Kurbetti and Dhankhar 2014).
Driving referrals as a company-wide initiative- It is a known fact that referrals is one of the
easiest way to source talent. Making use of referral source will help in boosting the results and
getting access to best talent. Employees will be given prizes in terms of monetary value that will
refer their friends, family or relatives in their company (Kontoghiorghes 2016).
Stipend programs- Stipend programs are one of the effective recruitment strategies that should
be used by company at the time of recruiting new employees. Stipend program is a program
where new recruits will be paid money during training sessions (Khilji, Tarique and Schuler
2015).
Internships and Liaisons- Internships and Liaisons are an effective way to train new recruit
when they start working for a company. Internship provides an opportunity to the new recruits to
get the training at an initial phase within the company (Kaur et al. 2015).

Building relationship with every outreach and applicant- It is important to understand the
fact that every applicant is a potential employee or can be termed as referral source. In order to
build positive relationship, it needs trust, direct communication as well as mutual respect
(Johennesse and Chou 2017).
Building elasticity and consistency in the hiring model- It is the responsibility of the hiring
departments to get adaptable to changing situations and workloads (Hanif and Yunfei 2013).
Salary package- Negotiating salary is the most difficult task that needs to be decided by the
employers. In this present competitive hiring environment, there are several talented creative
professionals who are receiving multiple job offers (Festing and Schäfer 2014). Based on
increased leverage, it is known that job seekers feel empowered for negotiating their starting
salary.
It is important for the organization to define the position objectives, requirements as well
as candidate specifications in the recruitment process (Beamond, Farndale and Härtel 2016).
2.6 Retention strategies employed by Eltizam Asset Management Group
Employees leave organization for several reasons and it happen most of the time that
employers are unknown about the reason to why employees left the organization. It is essential
for the employers to listen to their needs as well as expectations of the employees and find ways
to implement retention strategies so that employees feel happy and valued in the company. There
are several retention methods that have positive impact on the turnover rate of given business
organization. Most of the employees leave the organization because of pay-related issues.
According to survey, it can be noted that 88% of employees left their jobs for other reasons that
are not related to pay structure. On the other hand, 70% of the managers are of the opinion that
employees leave the company just because of pay-related issues. There are in total several
reasons to why employee feels the need to leave the company. Employee may feel that the job or
workplace is not what they have previously expected. Due to lack of training and coaching
programs, employees feel that they are not trained properly with the job role and lead to
confusion and unnoted for several years. Over burden with work and difficulty to have balanced
work life are two major concerns that revolve around the minds of employees almost all the time.
There are several effective retention methods that should be adopted by the companies to make
the employees happy and work in a comfortable culture where they will be given diverse work
opportunities.
Mentoring program should be conducted by companies that should align with goal-
oriented feedback system as it render structured mechanism for developing stronger relationships
while working in a company and provide solid foundation for employee retention and growth. It
is important for a company to instill positive culture in the minds of employees as it help in
establishing a series of values based on attributes like honesty, teamwork, excellence as well as

respect and attitude. It is the company who has the capability to create right culture as well as
aims at attracting and retaining existing employees at work.
Involvement in decision-making process- It is essential for the HR Department to involve
employees in the final decision-making process where employees are free to express their
grievances, views and opinions to the upper level management. Involving employees in the
decision making activities will make them feel importance and work according to that
(Dhanabhakyam and Kokilambal 2014).
Salary package given to employees at the time of recruiting staff members is another
factor that make the employees feel whether to join or not in the company. The salary package
attracts individual and is one of the perfect way to retain existing employees at work (Devins and
Gold 2014).
Retention of existing employees depends upon the ability of the management on how far
they can render time to keep their existing employees happy (Bamberger, Biron and Meshoulam
2014).
The employees who are working in the organization should be given proper training
sessions and reviewed on monthly basis so that it is easy for the management to understand
whether there is any improvement within stipulated time frame. Coaching sessions will help in
retention of existing human resources by asking them their needs and expectations from the
company and teaching the same (Deery and Jago 2015).
Attrition rate need to be checked by the management of a company, otherwise it can lead
to negativity of actions within the present employees. Frequent staff resignation negatively
affects the mindset of employees while they work in the present company. Efforts should be
taken by the HR department to reduce the attrition rate as far as possible (Collings 2014).

2.7 Conceptual framework
Figure 1: Conceptual Framework to test recruitment strategies
The above figure portrays conceptual framework that links properly ways to test
recruitment strategies. There is several recruitment strategies that are presented in this
frameworks and these are salary package, defining positions and objectives, internships, type of
business as well as psychological aspects of candidates (Shanbhag, Dutt and Bagwe 2016).
Recruitment
Strategies
Recruitment
from
Salary
Package
Interships
and Liaisons
Define
positions and
objectives
Salary
Package
Type of
Business
Psychological
Aspect of
Candidate

Figure 2: Conceptual Framework to test retention strategies
The above figure portrays conceptual framework that help in understanding the ways to
test retention strategies. There are several retention strategies that should be used by organization
to retain existing employees at workplace and these strategies include job responsibility, type of
business, job training, and zeal to work, salary package as well as organizational commitment
and involvement in decision-making activities (Cloutier et al. 2015).
Retention
Strategies
Involvement in
decisions
Salary Package
Type of
Business
Job
Responsibility
Job training
Zeal to work
Organizational
Commitment

2.8 Conclusion
At the end of this section, it is concluded that there are several aspects of recruitment and
section that need to be examined by highlighting the strengths and weakness of the process. The
literature review section explains both recruitment strategies as well as retention strategies
adopted by Eltizam Asset Management Group. In order to retain an employee, it is essential to
provide contributions that relates in the form of employee development. This section examine the
question on how relevant or important is the literature on staff recruitment as well as selection
that meet the needs of UAE-based company named as Eltizam Asset Management Group.

Chapter Three: Research Methodology
3.1 Research Philosophy
It is the responsibility of the researcher to find the best suitable research philosophy that
can be implemented in this present research study. To evaluate this, the researcher needs to
understand the importance of both Positivism and Interpretivism research philosophy and then
decide which philosophy will be used for the present research study.
Positivism research philosophy takes into account usage of existing theory for developing
hypothesis and testing at the time of given research process. On the other hand, interpretivism
research philosophy takes into account integration of human interest into a given research study.
The researcher here needs to interpret the elements of the research study that access to reality.
3.2 Justification for using Positivism research philosophy
For the present research study, the researcher had made use of primary data collection
methods to find out the “Impact of recruitment strategies on employee retention - An overview
of Eltizam Asset Management Group, UAE”. Positivism research philosophy had been used by
the researcher as it deals with scientific data collection and help in getting access to positive
results from these primary sources of data in this case.
3.3 Research Approach
It is the responsibility of the researcher to find the best suitable research approach that
can be implemented in this present research study. To evaluate this, the researcher needs to
understand the importance of both deductive approach and inductive research approach and then
decide which approach will be used for the present research study.
Deductive approach takes into account testing theory while inductive approach deals with
generating new theory that emerges from the data. To compare it further, deductive approach
begins with a hypothesis but inductive approach makes use of research questions for narrowing
down the scope of the study.
3.4 Justification for using Deductive approach
The researcher had used deductive approach for the present research study as the
researcher conducted quantitative means to collect data by using questionnaire method. Data had
been collected from respondents. The researcher had used deductive approach as this approach is
directly associated with quantitative research.

3.5 Research Purpose
Exploratory research design helps in determining the best research design as well as data
collection method and selection of subjects. This particular research design is conducted for
solving a problem that had not been yet studied and aims at developing operational definitions as
well as improving the final research design. On the other hand, explanatory research design
defines as an attempt for connecting ideas for understanding the cause and effect relationships.
On the contrary, analytical research design had been designed to reach causal inferences to
understand the relationship between risk factors as well as outcomes.
3.6 Justification for using explanatory research design
The researcher had used explanatory research design for this present research study that
links with the research topic. This research design had been used by the researcher as it help in
connecting ideas and getting proper understanding about cause and effect relationships.
3.7 Research Strategy
Experimental research strategy takes into account manipulating one variable for
determining if any changes cause changes in another variable. This particular research strategy
relies upon controlled methods as well as random assignment that manipulate variables used for
testing a hypothesis.
Survey research strategy is one of the essential areas of measurement that is applied in
social research. This particular research strategy encompasses any of the measurement
procedures that take into account asking questions to the respondents. This method is used to
take feedback from a range of respondents on a particular topic or situation.
Case Study research strategy is one of the strategy that help in bringing together an
understanding of a given complex issue or object that is already been known from the previous
research. This type of research strategy focuses on detailed contextual analysis for any of the
limited events and understanding the relationships.
Justification for using Questionnaire Survey Research Strategy
The researcher had selected questionnaire survey research strategy that links with the
research topic on “Impact of recruitment strategies on employee retention - An overview of
Eltizam Asset Management Group, UAE”. The researcher had asked 20 questions to the
employees of Eltizam Asset Management Group to get an answer about their opinion on
recruitment strategies and retention strategies adopted by their company.
3.9 Data Collection
The researcher had used primary data collection methods for conducting the present
research study by distributing survey questionnaire to 50 employees who work at Eltizam Asset

Management Group. The researcher had used secondary data sources for this present research
study by using reliable sources such as peer-reviewed journal articles, annual report of Eltizam
Asset Management Group and academic books on recruitment and retention strategies.
3.10 Sample Selection- Population and Sample size
Size of the total population
The sample size for this present research study is 50. The researcher had distributed
questionnaire to 50 employees who work at Eltizam Asset Management Group. The selected
sample size is justified as there is little number of employees who are selected and showed
interest to participate in the survey study.
Sampling technique and procedure used with justifications
Sampling techniques
The sampling techniques used by the researcher was simple random sampling where
employees were selected randomly who work at Eltizam Asset Management Group. Simple
random sampling is one of the unbiased surveying techniques used by the researcher for this
particular research study on “Impact of recruitment strategies on employee retention - An
overview of Eltizam Asset Management Group, UAE”.
3.11 Data Analysis
The researcher had analyzed the responses by using Likert scale. The researcher had used
T-test and Annova test to analyze differences in mean to the responses of recruitment and
retention strategies of Eltizam Asset Management Group.
3.12 Limitations
At the time of conducting the research, the researcher faced several limitations that need
to be taken into account so that it is not repeated in the upcoming research study. The researcher
was given limited period of time to conduct the research study that restrict the researcher to
conduct depth analysis of particular research study on “Impact of recruitment strategies on
employee retention - An overview of Eltizam Asset Management Group, UAE”. The researcher
has limited financial resources that restrict the researcher to make use of expensive tools,
techniques and methods for collecting data.
3.13 Ethical Considerations
The researcher cannot force any of the employees who are working at Eltizam Asset
Management Group to participate in the survey method. The respondents can skip any questions
if he or she feels that questions are not relevant by any chance. The researcher needs to make

sure that the information collected from the present study should be kept confidential and secrecy
should be maintained. The researcher cannot misuse any of the information collected from the
research study and should not share it to any of the third party. The information collected should
be destroyed after the research is completed. Under Data Protection Act, the researcher will be
punishable under law if they misuse the data or share it to any third party.

Chapter Four: Results, Analysis and Discussion
4.1 Introduction
In this chapter we present an analysis of the data collected from employees of Eltizam Asset
Management Group, UAE. First of all we present the demographic profile of the employees.
Subsequently an analysis of the responses to the questionnaire designed to assess the recruitment and
retention strategies employed by Eltizam Asset Management Group is presented. Correlation analysis
is done to evaluate the relation between different variables. Further, the means scores of the variables
is analyzed to estimate the differences in response in relation to the demographic profile. Finally a
discussion of the findings and its conformity with the available literature is presented.
4.2 Demographic profile of the Employees
The analysis of the demographic profile of the employees shows that about 60% of the
employees at Eltizam Asset Management Group are males and the rest 40% are females. Thus, it is
seen that most of the employees ate Eltizam are males, although females are also employed by the
organization.
Further 26% of the employees are in the age group of 36 to 45 years. There are 14%
employees in both the age groups of 46 to 55 years and more than 55 years. Most of the employees
are middle aged. The percentage of employees in higher age groups is lower than middle age or
lower age group.
Table 1: Gender
Frequency Percent
Valid
Male 30 60.0
Female 20 40.0
Total 50 100.0
Table 2: Age Group
Frequency Percent
Valid
18 - 25 years 12 24.0
26 - 35 years 11 22.0
36 - 45 years 13 26.0
46 - 55 years 7 14.0
55+ years 7 14.0
Total 50 100.0

Figure 3: Demographic profile of Employees
4.3 Recruitment strategies employed by Eltizam Group.
The recruitment strategies were analyzed through seven questions. The Likert scale was
used to assess the responses in six of the questions.
The analysis of the survey shows that 32% of the new employees are recruited through
school/ college placement job. In addition, 20% of the new employees are recruited through
advertisement in newspaper and other methods. Moreover, 28% of the employees are recruited
through website advertisement. Thus, it can be seen that the Eltizam groups uses different
methods to recruit new employs, although it prefers to engage new people from college
campuses.
Table 3: What is the most important technique used by your organization to recruit new
employees?
Frequency Percent
Valid
Newspaper 10 20.0
School / College Placement Job 16 32.0
Website Advertisement 14 28.0
Other 10 20.0
Total 50 100.0

Figure 4: The most important technique used by Eltizam to recruit new employees
The investigation into the query whether Eltizam groups provides stipends to new recruits
shows that 38% of the employees believe that sometimes the group provides stipends. In
addition, the analysis shows that 44% of the employees received stipends. On the other hand
18% of the new recruits were not provided with stipends. Thus, it can be envisaged that as a
recruitment strategy the group provides stipends to most of the new recruits. Providing stipend is
an important approach in getting new suitable recruits.
Table 4: Do you provide Stipend programs to new recruits
Frequency Percent
Valid
Always 4 8.0
Very Often 18 36.0
Sometimes 19 38.0
Rarely 5 10.0
Never 4 8.0
Total 50 100.0

Figure 5: Provides Stipend to new recruits
The investigation into the query whether Eltizam groups provides Internships and
Liaisons to new recruits shows that 32% of the employees believe that sometimes the group
provides internships and liaisons to new recruits. In addition, the analysis shows that 34% of the
employees received internships and Liaisons. On the other hand another 34% of the new recruits
were not provided with internships and Liaisons. Thus, it can be interpreted that the group
provides internships and liaisons to new recruits on a case-to-case basis. Those new recruits who
require internships as well as liaisons are provided with the same. This can provide the group
with better employees.
Table 5: Do you provide Internships and Liaisons to new recruits
Frequency Percent
Valid
Always 4 8.0
Very Often 13 26.0
Sometimes 16 32.0
Rarely 14 28.0
Never 3 6.0
Total 50 100.0

Figure 6: Provides Internships and Liaisons
The investigation into whether the organization provides information regarding the
objectives, requirements and specifications during the recruitment process shows that 46% of the
employees agree to the fact that they were provided with information. On the other hand, 12% of
employees responded by saying that the organization rarely provides such information. Further,
another 10% of the employees believe the organization never provides such information. Thus, it
can be deduced that during the recruitment process the organization clearly defines the objectives
and requirements of the job.
Table 6: Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process?
Frequency Percent
Valid
Always 6 12.0
Very Often 23 46.0
Sometimes 10 20.0
Rarely 6 12.0
Never 5 10.0
Total 50 100.0

Figure 7: The organization defines the requirements to candidates
In response to the query of how much the salary package impacts the ability of the
organization to recruit new staff, 38% of the employees believe that the impact is moderate.
Further, for 44% of the employee’s salary package is important factor in recruitment process. On
the other hand, 18% of the employee’s believe that salary package is not important. From, the
responses of the employees it can be deduced that the Salary package of an organization is an
essential part in its ability to recruit new staff. However, for some of the employees it seems that
factors other than salary are also essential.
Table 7: To what extent do/did you feel that Salary Package of business impact the ability
to recruit staff?
Frequency Percent
Valid
Very Important 4 8.0
Important 18 36.0
Moderately 19 38.0
Slightly Important 5 10.0
Not Important 4 8.0
Total 50 100.0

Figure 8: Salary Package’s impact to recruit new staff
In response to the query of whether the type of business impacts the ability of the
organization to recruit new staff, 32% of the employees believe that the impact is moderate.
Further, for 34% of the employee’s the type of business is an important factor in recruitment
process. On the other hand, another 34% of the employee’s believe that the type of business is
not important factor. From, the responses of the employees it can be deduced that the type of
business of the organization is both essential as well as not essential for equal number of
employees, although a large section of the employees have their job preference. From the
responses of the employees it can be deduced that employees have choices regarding the type of
job they would like to do.
Table 8: To what extent do/did you feel that the type of business impact’s the organizations
ability to recruit staff?
Frequency Percent
Valid
Very Important 4 8.0
Important 13 26.0
Moderately 16 32.0
Slightly Important 14 28.0
Not Important 3 6.0
Total 50 100.0

Figure 9: Type of business’s impact to recruit new staff
Finally, it is seen that 50% of the employees believed that the psychological aspect
of the candidate very often influences the recruitment process. On the other hand, only 10% of
the employees believe that the psychological aspect rarely influences the process. Hence, it can
be reasoned that for most of the employees the willingness to do a particular type of job would
aid in getting recruited.
Table 9: Does the psychological aspects of the candidate influence the recruitment process?
Frequency Percent
Valid
Always 5 10.0
Very Often 25 50.0
Sometimes 13 26.0
Rarely 5 10.0
Never 2 4.0
Total 50 100.0

Figure 10: Influence of psychological aspect of the candidate in recruitment
Table 10 : Performance Bonus Structure is essential
Frequency Percent
Valid
Very Important 4 8.0
Important 23 46.0
Moderately 14 28.0
Slightly Important 2 4.0
Not Important 7 14.0
Total 50 100.0
The survey analysis illustrated that 28% of the employees think that the knowledge of
performance bonus structure is essential while recruitment of new staff. Moreover, 54% of the
employees also find the knowledge of performance Bonus structure of the organization an
essential factor is recruitment process. Thus, the analysis highlights the fact that most of the
employees of the organization feel that prior knowledge of the performance bonus structure of
the organization would be and aid in the process of recruitment.

Figure 11 : Performance Bonus Structure is essential
Table 11 : Structured Path advancement
Frequency Percent
Valid
Very Important 4 8.0
Important 26 52.0
Moderately 11 22.0
Slightly Important 7 14.0
Not Important 2 4.0
Total 50 100.0
The analysis of the survey found that 22% of the employees think that providing the new
recruits with an idea about the path of career advancement is moderately essential. Moreover,
60% of the employees find it very important factor in the recruitment process. It was found that
just 18% of the employees believe the knowledge of career path advancement is not important
when recruiting new staff. Thus it is seen that providing the new recruits about their career path
advancement would aid in recruiting better staff.

Figure 12 : Structured Path towards advancement
4.4 Retention strategies employed by Eltizam Group.
The retention strategies were analyzed through seven questions. To assess the responses
the Likert scale was used.
The analysis of the survey shows that 20% of the employees are involved in decisions
related to business. In addition, the investigation found that 50% of the employees are involved
in decision making process. On the other hand, 16% of employees are rarely involved in decision
making process and 14% are never involved in decision related to business. Thus, it can inferred,
that most of the employees are involved in decisions related to business. Since most of the
employees are involved in the decision taking, process hence the willingness of the employees to
work with the organization increases.
Table 12: Employee involved in decision related to business
Frequency Percent
Valid
Always 3 6.0
Very Often 22 44.0
Sometimes 10 20.0
Rarely 8 16.0
Never 7 14.0
Total 50 100.0

Figure 13: Employee involved in decision related to business
Table 13: Salary Package’s impact to retain staff
Frequency Percent
Valid
Very Important 6 12.0
Important 22 44.0
Moderately 12 24.0
Slightly Important 8 16.0
Not Important 2 4.0
Total 50 100.0
Investigation into the salary package’s impact to retain staff shows that 24% of the
employees feel that the salary package has moderate impact. Moreover, 56% of the employees
thought that the Salary is an important factor in retaining staff. However 20% of the employees
surveyed think that the Salary Package is not essential. Thus it is seen that most of the employees
feel that to retain employees the Salary package should be attractive.

Figure 14 : Salary Package’s impact to retain staff
Table 14 : Type of business impact’s to retain staff
Frequency Percent
Valid
Very Important 5 10.0
Important 19 38.0
Moderately 15 30.0
Slightly Important 7 14.0
Not Important 4 8.0
Total 50 100.0
Investigation into the type of business’s impact to retain staff shows that 30% of the
employees feel that the factor has moderate impact. Moreover, another 48% of the employees
think that the place and type of business in which they are working is an important factor in
retaining staff. On the other hand 22% of the employees surveyed think that the type of business
is not essential factor in retaining staff. Hence, it can be envisaged that most of the employees
think that the type of business where they work is essential.

Figure 15 : Type of business impact’s to retain staff
Table 15 : Job responsibility influence to retain employees
Frequency Percent
Valid
Very Important 7 14.0
Important 27 54.0
Moderately 8 16.0
Slightly Important 5 10.0
Not Important 3 6.0
Total 50 100.0
The survey found that 64% of the employees think that job responsibility of the
employees is an essential factor in retaining employees. On the other hand, only 16% of the
employees feel that job responsibility is not important from the point of view of retaining
employees. Thus, we find that most of the employees think that the job responsibility is essential.
Hence, it seems that giving some amount of responsibility to the staff would ensure that they
work for the organization for longer period of time.

Figure 16 : Job responsibility influence to retain employees
Table 16 : Job training, coaching influence in retention of employees
Frequency Percent
Valid
Very Important 6 12.0
Important 27 54.0
Moderately 10 20.0
Slightly Important 5 10.0
Not Important 2 4.0
Total 50 100.0
The survey found that 66% of the employees think on job coaching, training is an
essential factor in retaining employees. On the other hand, only 14% of the employees think that
job training and coaching is not important from the point of view of retaining employees. Hence,
it is found that more number of employees think that job training and coaching would aid in
retaining of the employees.

Figure 17 : Job training, coaching influence in retention of employees
Table 17 : Zeal to work prevents frequent staff resignation and promotes organizational
performance
Frequency Percent
Valid
Very Important 5 10.0
Important 19 38.0
Moderately 14 28.0
Slightly Important 7 14.0
Not Important 5 10.0
Total 50 100.0
It is found from the analysis of the survey that 28% of the employees feel that the zeal of
the employees towards work has moderate impact in retention of the employees. Moreover, 48%
of the employees think that zeal and enthusiasm towards work prevent frequent resignations of
employees. Hence, it can be contemplated that Eltizam group should create an environment of
zeal and enthusiasm for the employees. This would enable the group in preventing frequent
resignations of the employees.

Figure 18 : Zeal to work prevents frequent staff resignation and promotes organizational
performance
Table 18 : Organizational commitment prevents frequent staff resignation
Frequency Percent
Valid
Very Important 3 6.0
Important 27 54.0
Moderately 9 18.0
Slightly Important 7 14.0
Not Important 4 8.0
Total 50 100.0
It is found from the analysis of the survey that 18% of the employees feel that
organizational commitment is moderately important in the retention of the employees. Moreover,
60% of the employees think that organizational commitment is important factor in retaining staff.
Hence, Eltizam group should create an environment wherein there growth of organizational
commitment.

Figure 19 : Organizational commitment prevents frequent staff
Table 19 : Performance Bonus Structure
Frequency Percent
Valid
Very Important 2 4.0
Important 23 46.0
Moderately 13 26.0
Slightly Important 9 18.0
Not Important 3 6.0
Total 50 100.0
It is found from the analysis of the survey that 26% of the employees think that
performance related bonus is moderately important for retaining staff. Moreover, 50% of the
employees think that performance related bonus is important factor in retaining staff. Thus, it is
seen that in order to retain staff performance bonus is an essential inducement. Thus, Eltizam can
do well to provide performance bonuses in order to retain good staff.

Figure 20 : Performance bonus Structure
Table 20 : Communication with Superiors
Frequency Percent
Valid
Strongly Agree 4 8.0
Agree 23 46.0
Neutral 19 38.0
Disagree 2 4.0
Strongly Disagree 2 4.0
Total 50 100.0
The analysis of the survey data shows that 54% of the employees that communication
channels with superiors are an important factor in retaining staff. Only, 8% of the employees
think that communication channels are not an important factor.

Figure 21 : Communication with Superiors
4.5 Correlation studies
Karl Pearson Correlation coefficient (r) test is used to check the correlation between two
variables. The correlation coefficient is used as a measure the strength of the relationship and the
direction of the measure of the two variables.
The correlation analysis amongst the factors of recruitment strategies shows that there is
a very strong positive correlation between providing stipend to the new recruits and salary
package impacting the ability to draw new recruits (r = 1.000, p-value < 0.000). In addition, the
correlation between the variables is also statistically significant. In addition, the correlation
between providing internships and liaisons to new recruits and type of business impacting
recruitment is also very high (r = 1.000, p-value < 0.000).

Table 21: Correlation amongst recruitment strategies

Table 22: Correlation amongst retention strategies
The correlation analysis amongst the factors of retention strategies shows that there is a very
strong positive correlation between salary package impacting the ability to recruit staff and
employees involved in decision making process (r = 0.787, p-value < 0.000). In addition, there is also
a very strong positive correlation between zeal to work prevents frequent staff resignation and
training and coaching aids in retention of employees (r = 0.720, p-value < 0.000).

4.6 Testing of Hypothesis
Hypothesis 1: There is no gender difference in recruitment strategies of Eltizam Group
The independent sample t-test is used to detect the average differences in gender towards
recruitment strategies followed by Eltizam Asset Management group.
Table 23: Independent Sample t-test
Recruitment
Equal
variances
assumed
Equal
variances not
assumed
Levene's Test for
Equality of Variances
F 1.580
Sig. .215
t-test for Equality of
Means
t -.775 -.728
df 48 32.203
Sig. (2-tailed) .442 .472
Mean Difference -.20000 -.20000
Std. Error Difference .25820 .27488
95% Confidence Interval
of the Difference
Lower -.71914 -.75978
Upper .31914 .35978
The analysis of the results show that there are statistically no significant differences in
recruitment strategies of males and females (p-value = 0.442) at 0.05 level of significance. Thus
it can be deduced that Eltizam Asset Management Group while recruiting new staff does not
differentiate between gender.
Hypothesis 2: There is no age difference in recruitment strategies of Eltizam Group
Table 24: ANOVA: Recruitment
Sum of Squares df Mean Square F Sig.
Between Groups 2.697 4 .674 .838 .508
Within Groups 36.183 45 .804
Total 38.880 49

The analysis of the results show that there are statistically no significant differences in
recruitment strategies of employees of all ages (sig = 0.508) at 0.05 level of significance. Hence,
it can be inferred that while recruiting new staff Eltizam group does not demonstrate any
differences amongst age group. This would mean that the organization follows a standard pattern
for recruitment of staff.
Hypothesis 3: There is no gender difference in retention strategies of Eltizam Group
Table 25: Independent sample t-test
Retention
Equal
variances
assumed
Equal
variances not
assumed
Levene's Test for
Equality of Variances
F 3.206
Sig. .080
t-test for Equality of
Means
t -.844 -.796
df 48 32.697
Sig. (2-tailed) .403 .432
Mean Difference -.21667 -.21667
Std. Error Difference .25657 .27210
95% Confidence Interval
of the Difference
Lower -.73253 -.77046
Upper .29920 .33713
The analysis of the results show that there are statistically no significant differences in
retention strategies of males and females (p-value = 0.403) at 0.05 level of significance. Thus it
can be deduced that Eltizam Asset Management Group while retaining staff does not
differentiate between genders.
Hypothesis 4: There is no age difference in retention strategies of Eltizam Group

Table 26: ANOVA – Retention
Sum of Squares df Mean Square F Sig.
Between Groups 1.412 4 .353 .428 .787
Within Groups 37.068 45 .824
Total 38.480 49
The analysis of the results show that there are statistically no significant differences in
retention strategies of employees of all ages (sig = 0.787) at 0.05 level of significance. Hence, it
can be inferred that while retaining staff Eltizam group does not demonstrate any differences
amongst employees of different age groups.
4.7 Interpretation of Results and Analysis
The analysis of the data shows that recruitment and retention strategies are essential for
Eltizam Asset Management Group. The data also shows that Eltizam does not show any
statistically significant different attitudes towards Gender or Age group of Employees when
recruiting or retaining staff. The analysis shows that salary is an important factor responsible for
recruiting and retaining staff. This is in congruence with the study done by Mehta, Kurbetti and
Dhankhar (2014) who stated that in order to recruit and retain employees the salary package is
essential. The analysis of the survey found that new recruits find that defining the position,
objectives and requirements of the job by the organization clearly helps the process. In addition,
it was also found from the data that the responsibility on the job is essential for retaining staff.
According to Mehta, Kurbetti and Dhankhar (2014) empowerment is essential when it comes to
retaining staff. The analysis of the survey showed that in order to retain staff the employees
should be involved in the decision making process. Moreover, job responsibility is an important
factor in job retention. Deery and Jago (2015) found that organizations use different strategies to
retain staff. Involvement of employees in the decision making process is a part of job
responsibility. When an employees is involved in the decision making process, he feels
responsibility towards the job. Thus, the organizations are able to retain staff. According to
research done by Khilji, Tarique and Schuler (2015) in order to recruit new staff organizations
should provide for stipends. Similarly, Kaur et al. (2015) stated that internships and liaisons are
important strategies in recruitment policies of organization. The analysis of the data showed that
most of the employees think that stipends are important when recruiting new staff. In addition, a
large section of the employees surveyed think that when an organization provides internships and
liaisons to new recruits then, the chances of recruitment increases.

Chapter 5: Conclusion, Recommendation and Future Work
5.1 Conclusion
This section of the paper looks to conclude the research that is in respect to understand
the impact of recruitment strategies on the employee retention of Eltizam Asset Management
Group. The research paper has been completed by looking at the aims and objectives of the
paper.
The summary of the data analysis that has been undertaken indicates that most of the
respondents are male are within the age group of 36 to 45 years. The respondents are mostly
middle aged and therefore have sufficient knowledge about the strategies that have been used by
the organization. The results indicate that the company mainly recruits new employees with the
help of placement from schools and colleges and most of the time the firm provides stipend to
their new recruits. The firm in most of the cases the firm provides internships and liaisons to the
new recruits. The firm clearly explains the objectives of the position and the requirements in the
process of recruitment. The paper even explains that salary package moderately has an impact
recruitment of the employees. Type of business moderately has an effect in the recruitment
ability of the employees.
The psychological aspect of the employees very often has an influence on the process of
recruitment. The performance bonus is a significant structure in the path of advancement in the
process of recruitment. It has even been observed that most of the employees become associated
with the process of decision making. The respondents even feel that salary package has a key
role to play in order to retain the existing employees. The analysis even explains that kind of
business has a significant level of impact on the retention of the employees. The assessment has
even explained that job responsibility has a key impact on the retention of the employees. It has
even been observed that coaching and training has a key level of influence in the retention of the
employees. The motivation and zeal to work is even important in order to reduce the frequency
of staff resignation and promoting the performance of the firm. The organizational commitment
is an important factor as well that restricts resignation of the employees as well.
The correlation that has been undertaken explains that there is a very strong positive
correlation between providing stipend to the new recruits and salary package impacting the
ability to draw new recruits. The correlation among the variables is even significant statistically.
The correlation among the internship to the new recruits and the kind of business effecting
recruitment is significantly high as well. Therefore, it can be said that all the variables that have
been taken into consideration in this paper are correlated strongly with each other and thereby
complying with the objectives that has been put forth earlier in this research.

The examination of the hypothesis is undertaken with the help of independent sample t-
test and examination of the four hypotheses explains that there are no key changes in the
retention and recruitment strategies with respect to the gender and age difference of the
respondents functioning in Eltizam Asset Management Group.
The results that have been obtained in this paper have been able to attain the objectives that had
been laid earlier in this paper as the results indicate that there are no gender difference in the
recruitment as well as the retention strategies and extensive evaluation of the existing
recruitment and retention strategies have been attained. The results indicate that all the variables
that are associated with the recruitment and retention strategies are strongly and positively
correlated and therefore all the aspects that had been ascertained in the research aims and
objectives have been answered. The results indicate that recruitment and retention are significant
factors that need to be taken into consideration by the firm and effective measures and steps
needs to be taken with the help of which the company can maintain their competitive edge. It is
even the duty of the company to undertake frequent examinations that have been incorporated in
order to understand the effectiveness of the strategies and the feedback that is attained from the
employees working within the firm. The findings attained in this paper add in various
components to the exiting researches and thereby generates a better research paper that can be
taken as a measure for any future research.
5.2 Recommendations
For an organization, it is important to understand how to recruit talented employees at
work and also how to retain the existing ones.
Improving employee recruitment
At Eltizam Asset Management Group, it is essential to recruit staff members who are
efficient towards work. Some of the recruitment strategies that should be adopted by Eltizam
Asset Management Group are as follows:
Recruiting qualified applicants- It is advisable to Eltizam Asset Management Group for
recruiting qualified application in their company. A qualified applicant will tend to have
necessary technical skills that are required for the role in the company. There are several ways to
incentivize potential applicants in the company.
Retaining talented employees- Along with recruitment activities, retention policies are equally
important. It is advisable to retain talented employees whom the company believes that they
would add value to the organization. It is essential to develop retention strategy that need special
skills for determining the fact which employee are likely to seek opportunities and which will be
most valuable in the business enterprise. In addition, retention incentives mostly range from
bonus to professional development.

Tapping in-house talent- Employee referral program is the best way to recruit the talented and
deserving candidates for the job. The company should understand the fact that human capital is
most valuable to them and they plays a major role at the time of recruiting and retaining qualified
applicants as well as talented employees.
Improving employee retention
At Eltizam Asset Management Group, it is essential to retain the existing employees as
huge cost had been incurred by the company previously to hire that employee for work and
provided training for the same. For this reason, it is important to value their presence and give
them the opportunity to prove themselves for longer duration of time frame.
On boarding and orientation- From starting only, each of the employees should be
prepared to achieve success and have a motive to grow with the company. The job
orientation in this case is just one of the components of on boarding that can last for
weeks or months as it completely depends upon the nature of business enterprise. During
this process, the employees should learn about the company culture as well as understand
about their contribution towards attainment of goals and objectives.
Mentorship programs- Eltizam Asset Management Group should plan to pair a new
employee with a mentor as it is help and nice idea for on boarding activities. By
performing this, it will be easy for the new team member to learn from a mentor and
express their opinion as well. Here, the mentors should not work like a supervisors, rather
their job will be to offer guidance as well as be role model for the newcomers by making
them comfortable to work in that particular environment.
Employee compensation- It is recommended to Eltizam Asset Management Group that
they should offer attractive compensation packages to the employees and this include
salaries, bonus, health benefits as well as other perks that make employee feel the
difference from other company.
Recognition and reward systems- It can be understood that monetary benefits does not
work all the time. Rather, non-monetary benefits given to the employees will make them

feel special and they smile on those benefits rendered by the company. If an employee
does any good work for the company, the upper level management should recognize it
and make it a habit to thank them in front of everyone. Recognition programs should be
conducted by Eltizam Asset Management Group to recognize employee who are showing
progress and working for the company diligently.
Work life balance- Employees should be provided with balanced work life so that
people working should understand that the management values their worth in the
company. It is recommended to offer telecommuting or flexible schedules for the
employees as it will help in improving work life balance for the employees.
Training and Development-It is recommended to the managers to invest in their
professional development for the employees and provide them opportunity to grow with
the company. The company should pay for employees so that they can attend conferences
or any of the industry events every year for personality enhancement purpose and this
help in building long-term relationship with the outer world and help in knowing the
current industry trends in present competitive world.

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Appendix
Questionnaire
Demographic Profile of the Candidates
1. Gender
a) Male
b) Female
2. Age Group
a) 18 – 25 years
b) 26 – 35 years
c) 36 – 45 years
d) 46 – 55 years
e) More than 55 years
Recruitment Strategies employed by Eltizam Asset Management Group, UAE
Q 1. What is the most important technique used by your organization to recruit new
employees?
a) Newspaper Advertisement
b) School / College Placement Job
c) Website Advertisement
d) Other
Q 2. Do you provide Stipend programs to new recruits
a) Always
b) Very Often
c) Sometimes
d) Rarely
e) Never
Q 3. Do you provide Internships and Liaisons to new recruits
a) Always
b) Very Often
c) Sometimes
d) Rarely
e) Never
Q 4. Does the organization clearly define the position objectives, requirements and candidate
specifications in the recruitment process?
a) Always
b) Very Often
c) Sometimes
d) Rarely
e) Never

Q 5. To what extent do/did you feel that Salary Package of business impact the ability to
recruit staff?
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 6. To what extent do/did you feel that the type of business impact’s the organizations ability
to recruit staff?
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 7. Does the psychological aspects of the candidate influence the recruitment process?
a) Always
b) Very Often
c) Sometimes
d) Rarely
e) Never
Q 8. To what extent does performance bonus structure (reward for your efforts) is essential
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 9. To what extent does a structured towards advancement aid in recruitment
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Retention Strategies employed by Eltizam Asset Management Group, UAE
Q 1. To what extent is an employee involved in the decisions related to the business?
a) Always
b) Very Often
c) Sometimes

d) Rarely
e) Never
Q 2. To what extent do/did you feel that Salary Package of business impact the ability
to recruit staff?
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 3. To what extent do/did you feel that the type of business impact’s the
organizations ability to recruit staff?
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 4. To what extent is does the job responsibility influence the retention of the
employee?
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 5. To what extent does job training, coaching influence the retention of the
employee?
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 6. To what extent does zeal to work prevents frequent staff resignation and promotes
organizational performance
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important

Q 7. To what extent does Organizational commitment prevents frequent staff
resignation and promotes organizational performance
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 8. To what extent does performance bonus structure (reward for your efforts) is
essential
a) Very Important
b) Important
c) Moderately Important
d) Slightly Important
e) Not Important
Q 9. There are no barriers of communication while communicating with superiors
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree