www.ijemr.net ISSN (ONLINE): 2250-0758, ISSN (PRINT): 2394-6962 189 Copyright © 2016. Vandana Publications. All Rights Reserved. Volume-7, Issue-1, January-February 2017 International Journal of Engineering and Management Research Page Number: 189-199 Cadre Life Cycle Management – Induction, Engagement and Retention Strategy (A Case Study of Tata Motors Ltd. Pantnagar Plant, Uttarakhand) Manoj Singh Negi 1 , Deepak Dhariyal 2 , Renu Sharma 3 1 Research Scholar, Kumaun University Nainital, Uttarakhand, INDIA 2,3 Assistant Professor, Amrapali Group of Institutes, Haldwani, Uttarakhand, INDIA ABSTRACT It has been observed that employee turnover, especially amongst private sector organizations, is becoming a problem which costs a lot of money, efforts and energy. The research was conducted to study the impact of induction program for cadres on engagement and their retention at TATA Motors Ltd. Pantnagar Plant at Uttarakhand. Employee retention issues are emerging as the most critical workforce management challenges of the immediate future. Researches have shown that in the future, successful organizations will be those which adapt their organizational behavior to the realities of the current work environment where longevity and success depend upon innovation, creativity and flexibility. In fact, the dynamics of the work environment will have to reflect a diverse population comprised of individuals whose motivations, beliefs and value structures differ vastly from the past and from one another. The data is gathered by the means of questionnaire filled in by the Graduate Engineer Trainees at Tata Motors Ltd. Pantnagar Plant. The observation technique was also used by researcher to comprehend the different activities accomplished for the Graduate Engineer Trainees. Data collected through questionnaire distributed amongst 40 employees (Graduate Engineer Trainees), developed on the basis of extensive literature review. Keywords-- Turnover, Private sector organizations, Human Resources Management, Retention Strategies I. INTRODUCTION In light of current economic uncertainty and following corporate downsizings when the impact of losing critical employees increases exponentially (Caplan and Teese, 1997) the phenomenon of the dynamics of the work environment will have to reflect a diverse population comprised of individuals whose motivations, beliefs and value structures differ vastly from the past and from one another is true. Critical analysis of workforce trends points to an impending shortage of highly-skilled employees who possess the requisite knowledge and ability to perform at high levels, meaning that organizations failing to retain high performers will be left with an understaffed, less qualified workforce that ultimately hinders their ability to remain competitive with managers facing a difficult challenge of motivating and retaining the employees in an environment of increased uncertainties (Mitchell, 2002). Retention rates generally falls as employees become distracted, confused and preoccupied with potential outcomes immediately following an organizational transition (Bridges, 1991). However, despite the vast literature on employee turnover, which is aimed at identifying factors that cause employees to quit, much less is known about the factors that compel employees to stay. For example, Maertz & Campion (1998) noted ‗relatively less turnover research has focused specifically on how an employee decides to remain with an organization and what determines this attachment…retention processes should be studied along with quitting processes‘. In this study, we focus on comparing the retention management practices that makes people stay in two similar types of organizations. In other words, this study examines the reasons behind why employees stay and how these retention factors affect the strategies. Thus, we propose that understanding the reasons why people stay, on average, is an important goal and blanket retention policies may be disadvantageous in a similar context and organizations would want to adopt particular strategies that contribute to the retention of their most valued employees in one while avoiding control methods that would appeal the employees in the other. The data has been analyzed as the following:  Reliability Analysis- Cronbach‘s Alpha ‗α‘  Measures of Central Tendency