A PROJECT REPORT ON HUMAN RESOURCE FUNCTION

CARRIED AT

BIG BAZAAR, PALAKKAD.

SUBMITTED TO:

Mrs. LISBETH BOSE

SUBMITTED BY:

ASWATHI K.S.

DILRUPA J.M

SAJITHA T.

SMITHA M.

DECLARATION

We ASWATHY K.S, DILRUPA J.M, SAJITHA T and SMITHA M do here

by declare that the project entitled “ A PROJECT REPORT ON HR

PRACTIECES CARRIED AT BIG BAZAAR”, PALAKKAD is an original

work carried out by us under the guidance of Mrs. LISBETH BOSE.

Place: Calicut

Date: 06th May 2011

ACKNOWLEDGEMENT

At first we would like to thank Almighty God for giving the power and patience to complete

the project work in a successful way.

We happily record here our abiding gratitude to Dr.SAINULABUDEEN our beloved

Director, Farook Institute Of Management Studies, Calicut.

We would like to express our sincere thanks to Mr.Manoj, HR Manager of Big Bazaar,

Palakkad for their valuable guidance and providing us necessary information during the course

of project.

We are very much thankful to Mrs.Lisbeth Bose and other faculties of Farook Institute Of

Management Studies, for their valuable guidance during the course of project.

We would like to express our sincere thanks to Mr. Rsghunath, the Store Manager of Big

Bazaar, Palakkad , for the guidance and valuable suggestions to complete this project work.

We would also express our thanks to our parents, friends and all persons who have helped

us in the successful completion of this project.

Contents

Chapter-1

Introduction

Chapter – 2

Human Resource Management functions

Chapter – 3

Conclusion

CHAPTER-1

INTRODUCTION

INTRODUCTION

The Indian retail industry is the fifth largest in the world. Comprising of

organized and unorganized sectors, Indian retail industry is one of the fastest

growing industries in India, especially over the last few years. Though initially,

the retail industry in India was mostly unorganized, however with the change of

tastes and preferences of the consumers, the industry is getting more popular these

days and getting organized as well.

Pantaloon is one of the biggest retailers in India with more than 450 stores across

the country. Headquarter in Mumbai, it has more than 5 million square feet retail

space located across the company. It is growing at an enviable pace and is

expected to reach 30 million square feet by the year 2010. In 2001, pantaloon

launched country’s first hyper market ‘Big Bazaar’. I t has the following retail

segments:

Food and Grocery: Big Bazaar, Food Bazaar

Home Solutions: Home Town, Furniture Bazaar, Collection-i

Consumer Electronics: E-Zone

Shoes: Shoe Factory

Books, Music and Gifts: Depot

Health and Beauty Care: Star, Sitara

E-Tailing : Futurebazaar.com

Entertainment Bowling Company

INDUSTRIAL PROFILE

Retail is the India’s largest industry, accounting for over 10 percent of the

country’s GDP and around 8 percent of the employment. Retail industry in India

is at the crossroads. It has emerged has one of the most dynamic and fast paced

industries with several players entering the market. But because of the heavy

initial investments required, break even is difficult to achieve and many of the

players have not tasted success so far. However the future is promising; the

market is growing, government policies are becoming more favorable and

emerging technologies are facilitating operations.

Retailing in in India is gradually inching its way towards becoming the next boom

industry. The whole concept of shopping has altered in terms of format and

consumer buying behavior, ushering in a revolution in shopping in India. Modern

retail has entered India as seen in sprawling shopping centers, multi-storeyed

malls and huge complexes of a shopping, entertainment and food all under one

roof. The Indian retailing sector is at inflexition point where the growth of

organized retailing and growth in the construction by the Indian population is

going to take a higher growth trajectory. The Indian population is witnessing a

significant change in its demographics. A large young working population with

average age of 24 years, nuclear families in urban areas, along with increasing

working-women population and emerging opportunities in the services sector are

going to be the key growth drivers of the organized retail sector in India.

Some key facts

Retail is India’s largest industry accounting for over 10 percent of the county’s

GDP and around

The market size of Indian retail industry is about US$ 312 billion.

COMPANY PROFILE

Pantaloon retail(India) LTD is India’s leading retailer that of the operates

multiple retail formats in both the value and life style segment of the Indian

consumer market. Headquartered in Mumbai, the company operates over 12

million square feet of retail space, has over 1000 stores across 71 cities in India

and employees over 35 thousand people.

The company’s leading formats include pantaloons, a chain of fashion outlets, Big

Bazaar, a uniquely Indian hyper market chain, Food Bazaar, a super market chain,

blendes the look, touch n feel of Indian bazaars with aspects of modern retail like

choice, convenience and quality and central, a chain of seamless destination

malls. Some of its other formats include depot, shoe factory, brand factory, blue

sky, fashion station, mobile bazaar and star sitara(beauty clinic). The company

also operates an online portal, futurebazaar.com.

A subsidiary company, Home Solutions Retail (India) LTD, operates home town,

a large-format home solutions store, selling home furniture products and E-Zone

focused on catering to the consumer electronic segment.

Pantaloon Retail was awarded ‘International Retailer’ of the year 2007, by the

US- based National Retail Federation, the largest retail trade association and the

‘Emerging Market Retailer’ of the year 2007 at the World Retail Congress in

Barcelona.

Pantaloon Retail is the flagship company of Future Group, a business group

catering to the entire Indian consumption space.

The group’s subsidiary companies include, Home Solution Retail India LTD,

Pantaloon Industries LTD, Galaxy Entertainment and Indus League Clothing.

FUTURE GROUP

Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of

India’s leading business houses with multiple businesses spanning across the

consumption space. While retail forms the core business activity of Future Group,

group subsidiaries are present in consumer finance, capital, insurance, leisure and

entertainment, brand development, retail real estate development, retail media and

logistics.

Led by its flagship enterprise, Pantaloon Retail, the group operates over 12

million square feet of retail space in 71 cities and towns and 65 rural locations

across India. Headquarted in Mumbai(Bombay), Pantaloon Retail employs around

35 thousand people and is listed on the Indian stock exchanges. The company

follows a multi-format retail strategy that captures almost the entire consumption

basket of Indian customers. In the life style segment, the group operates the

Pantaloons, a fashion retail chain and central, a chain of seamless malls. In the

value segment, its marquee brand, Big Bazaar is a hyper market format that

combines the look, touch and feel of Indian bazaars with the choice and

convenience of modern retail.

In 2008, Big Bazaar opened its 100th store, marking the fastest ever organic

expansion of a hyper market. The first step of Big Bazaar stores opened in 2001 in

kolkatta, Hyderabad and Banglore.

The group’s speciality retail formats include, books and music chain, Depot,

sports wear retailer, Planet Sports, electronics retailer, E-Zone, home

improvement chain, Home Town and rural retail chain, Aadhar, among others. It

also operates popular shopping portal, futurebazaar.com.

Future Capital Holdings, the group’s financial arm provides investment advisory

to assets worth over dollar 1 billion that are being invested in consumer brands in

companies, real estate, hotels and logistics. It also operates a consumer finance

arm with branches in 150 locations.

The other group companies include, Future Generali, the group’s insurance

venture in partnership with Iitaly’s Generali Group, Future Brands, a brand

development and IPR Company, Future Logistics, providing logistics and

distribution solutions to group companies and business partners and Future

Media, a retail media initiative. The group’s presents in leisure and entertainment

segment is led through, Mumbai based listed company Galaxy Entertainment

LTD. Galaxy leading leisure chains, sports bar and bowling company and family

entertainment centers, F123. Through its partner company, Blue Foods the group

operates around 100 restaurants and food courts through brands like Bombay

Blues, spaghetti kitchen, Noodle Bar, The Spoon, Copper Chimney and Gelato.

Future Group joint venture partners include, US-based stationery products

retailer, Staples and Middle East-based Axiom Communications.

Future Group believes in developing strong insights on Indian consumers and

building businesses based on Indian ideas as a spoused in the group’s core value

of ‘Indians’. The group’s corporate credo is, ‘Rewrite rules, Retain Values’.

ORGANISATION PROFILE

Big Bazaar is a chain of department stores in India with 100 outlets. It is owned

by Pantaloon Retail India LTD, Future Group. It works on the same economy

model as Wal-Mart and has been successful in many Indian cities and small

towns.The idea was pioneered by entrepreneur Mr. Kishore Biyani, the CEO of

Future Group. Currently Big Bazaar stores are located only in india.It is the

fastest growinh chain of department stores and aims at having 350 stores by 2010.

Big Bazaar has democratized shopping in India and is so much more than a hyper

market. Here you will find over 170000 products under one roof that cater to

every need of a family, making Big Bazaar India’s favourite shopping destination.

Big Bazaar has clearly emerged as the favourite shopping destination for

millions of its customers, across the country, its success is a true testament to the

emotional bonding it has established with the Indian customer, on account of its

value offerings, inspirational appeal and service levels.

Chapter 2

HR FUNCTIONS

HUMAN RESOURCE DEPARTMENT

The Human Resource Department deals with management of people within the

organisation. There are a number of responsibilities that come with this title. First

of all, the Department is responsible for hiring members of staff; this will involve

attracting employees, keeping them in their positions and ensuring that they

perform to expectation. Besides, the Human Resource Department also clarifies

and sets day to day goals for the organisation. It is responsible for organisation of

people in the entire Company and plans for future ventures and objectives

involving people in the Company.

Research has shown that the human aspect of resources within an organisation

contributes approximately eighty percentage of the organisation’s value. This

implies that if people are not managed properly, the organisation faces a serious

chance of falling apart. The Human Resource Department’s main objective is to

bring out the best in their employees and thus contribute to the success of the

Company.

These roles come with certain positive and negative aspects. However, the

negative aspects can be minimised by improvements to their roles and functions.

These issues shall be examined in detail in the subsequent sections of the essay

with reference to case examples of businesses in current operation.

The HR department of Big Bazaar is very dynamic. Employees are the biggest

strength and asset of any organization and the HR department realizes very well.

This is very evident from the way HR department handles all its employees. They

take utmost care to select, train, motivate and retain all the employees. They have

continuous developmental programmes for all the employees.

Currently Big Bazaar palakkad is employing 220 full time and 60 part time

employees. There are two shifts for the employees. The first shift employees

arrive at 10 AM in the morning and leave at 7.30 in the evening, while second

shift employees report at 12.30 in the afternoon and leave at the time of store

closing (10 PM).

Recruitment

In today’s rapidly changing business environment, organizations have to respond

quickly to requirement for people. Hence, it is important to have well-defined

recruitment policy in place, which can be executed effectively to get the best fits

for the vacant positions. Selecting the wrong candidates or rejecting the right

candidate could turn out to be costly mistakes for the organization. Selection is

one area where the interference of external factors is minimal. Hence the HR

Department can use its discretion in its framing policy and using various selection

tools for the best results.

The importance of recruitment and selection

Recruiting people who are wrong for the organization can lead to increase labour

turn over, increased costs for the organization, and lowering of morale in the

existing workforce. Such people are likely to be discounted, unlikely to give out

of their best, and end up leaving voluntarily or involuntarily when their

unsuitability becomes evident. They will not offer the flexibility and commitment

that many organizations seek. Managers will have to spend extra time on further

recruitment exercise.

Challenges in recruitment and selection

Labour market competition

Talent shortage

Layoffs

Turn over

SOURCES OF RECRUITMENT

Recruitment is the process of searching for prospective employees and stimulating

them to apply for jobs in the organization. It is the first step in employment

process which aims at developing and maintaining adequate manpower resources

upon whom the organization can depend when it needs additional employees.

Recruitment of staff can be from within the organization as well as from outside.

There are several sources of recruitment; External and internal sources.

The following are the main sources through which Big Bazaar recruits its

employees.

i. Consultancy services :

For top level management, employees are recruited through private consultant.

They are usually appointed as department managers.

ii. Walk-in :

This is the main source through which Big Bazaar recruits its employees. People

seeking job usually themselves approach the HR department for job vacancy.

Employees usually selected from this source are appointed at the entry level as

team members.

iii. Employee referrals :

This is the other main source through which employees are selected.

Candidates who have given their previous employer as referrals are first

interviewed and from there previous employer, opinion is taken about their

behavior and performance in the job. If they receive a positive opinion from their

previous employer they are selected.

iv. Campus recruitment:

Young people bring new ideas and fresh enthusiasm. Therefore Big Bazaar visits

some of the reputed educational institutions to hire some of the most talented and

promising students as its employees.

Selection

Selection is the process of choosing the most suitable person out of all applicants.

It starts immediately after recruitment. Selection involves picing a group of

workers from a total group of workers who has applied for job. It is also a

decision making process in which, management prepares certain norms and

procedures. On the basis of their norms, candidates ate selected. It involves a

series of steps by which the candidates are screened for choosing the most

suitable persons for the vacant posts. The following are the steps used in general

for selecting the candidates.

SELECTION PROCEDURE

Selection is the process of choosing the most suitable persons from all the

applicants .Selection process starts immediately after recruitment. selection

involves picking a group of workers from a total group of workers who has

applied for job. It is also a decision making process in which, management

prepares certain norms and procedures. On the basis of their norms, candidates are

selected.

The following is the selection procedure that the HR department practices to hire

its employees.

i. Interview:

For entry level jobs, the candidates are interviewed by a HR person.

They are asked few basic questions about their education, previous work

experience if any, languages known, etc. this is done to evaluate the candidate’s

ability to communicate freely and also other skills.

ii. Psychometric tests :

For higher and top level jobs, candidates are asked to answer a few questions

which basically test their sharpness, analytical ability, ability to handle stress,

presence of mind etc. this is done as managers are required to work under stress

all the time and still maintain a cool head to make some vital decisions.

iii. Group discussion

In campus recruitment students are involved in a group discussion, they will be

given a topic on which the group has to deliberate, discuss and arrive at a solution

or a decision which is accepted by the whole group.

Along with the GD they are also given a written aptitude test.

Finally a formal interview will be conducted to assess the overall skills of the

student.

INDUCTION:

Induction is the process of inducting an employee in to the social sector of his

work. He will come to know more about the organization, kind of work and its

environment.

GENERAL INDUCTION PROGRAMME:

Once an offer of an employment has been extended and accepted, final stage in

procurement function is concluded. The individual has then to be oriented towards

the job and the organization. This is formally done through a process known as

induction or orientation. Induction is a welcoming process. The idea is to

welcome the candidate, make him feel at home in the changed surroundings and

to introduce him to the practices, policies and purposes of the organization. The

necessity of an induction program is that when a person joins in an organization,

he is a stranger and is bound to feel shy, insecure and nervous. Induction leads to

reduction of such anxieties.

SPECIFIC ORIENTATION PROGRAMME:

At this stage, induction is conducted by the foreman. A new employee must be

provided operational knowledge that is specific to the position and location. The

immediate boss (foreman) is responsible for training and induction. The purpose

of specific induction is to enable an employee to adjust himself to his work

environment.

FOLLOW-UP INDUCTION PROGRAMME:

The purpose of follow-up induction program is to find out whether the employee

is reasonably satisfied with the job. It is usually conducted by the foreman or by a

specialist from a personal department. Guidance and counseling efforts are made

to remove the difficulties experienced by the new comer. Usually, follow-up

induction takes place after above one or two months from the time of

appointment.

New employees selected will be given a 13 day induction and training program.

They will be given information about the company’s business, different

departments etc. They will be informed of their roles, duties and responsibility.

They will also be informed about the HR policies and the rules of the companies.

The new employees will be on probation for a period of 6 months. After this

period the HR manager along with the department manager will review the

performance of the employee. If the employee’s performance is good and

encouraging, the employee’s services will be confirmed.

TRAINING AND DEVELOPMENT:

Training is a process of learning a sequence of programmed behavior. It is

application of knowledge. It gives people an awareness of the rule and procedures

to guide the behavior. It attempts to improve the performance of the current job

and prepare them for the intended job. The purpose of training is to achieve a

change in the behavior of those trained and to enable them to do their jobs better.

Inorder to achieve this objective, any training program should try to bring positive

changes in:

Knowledge- it helps the trainee to know facts, policies, procedures and rules

pertaining to his job.

Skills- it helps him to increases technical and manual efficiency necessary to do

the job.

Attitude- it moulds his behavior towards his coworkers and supervisors and

create a sense of responsibility in the trainee.

TRAINING PROCEDURE

Training programme is a costly and time consuming process.The training

procedure discussed below is essentially an adoption of the job instruction-

training course. The following steps are usually considered as necessary.

1. Discovering or identifying training needs

2. Preparing the instructor or getting ready for the job

3. Preparing the trainee

4. Presenting the operation

5. Try out the trainee’s performance

6. Follow-up or rewards and feedback

A programme of training becomes essential for the purpose of meeting the

specific problems of a particular organization arising out of the introduction of

new lines of production, changes in design, the demands of competition etc. The

major benefits of training to an organization are higher productivity, better

organizational climate, less supervision, prevents man power obsolescence,

economical operations, prevents industrial accidents, improves quality, greater

loyalty and standardization of procedures.

Training enables the management to face the pressure of changing environment.

It usually results in an increase of quantity and quality of output. Training leads to

job satisfaction and higher morale of the employees. The trained workers need

lesser supervision and they enable the enterprise to face competition from rival

organizations. Training enables employees to develop and rise within the

organization and increase their earning capacity. It moulds the employees’

attitudes and helps them to achieve better co-operation with in the organization.

Executive or management development is a long term educational process

utilizing a systematic and organized procedure by which managerial personal

learn conceptual and theoretical knowledge. Development is a relative process. It

covers not only those activities which improve job performance, but also those

which bring about growth of the personality.

The selected person gets the appointment order and then he joins in the

organization to perform the job. He is new in the organization. He is not fully

capable of performing the task efficiently and successfully. Proper training and

development should be provided to him to perform the task effectively.

Future Group has its own training division for all its employees known as ‘Future

Learning and Development Limited’ (FLDL).

All the employees are given training for 20 days in a year spread over different

periods.

Class room training is provided to all employees.

PERFORMANCE APPRAISAL:

Performance appraisal is the systematic, periodic and an impartial rating of an

employee’s excellence in matters pertaining to his present job and his potential for

a better job. it is a systematic and objective way of evaluating both work related

behavior and potential of the employees. It is the process that involves

determining and communicating to employee how he is performing the job and

ideally establishing a plan of improvement.

Performance appraisal is a process of assessing, summarizing and developing the

work performance of an employee. Appraisals regularly record an assessment of

an employee’s performance, potential and development needs. The appraisal is an

opportunity to take an overall view of work content, loads and volumes, to look

back on what has been achieved during the reporting period and agree objectives

for the next.

The HR department conducts performance appraisal of all the employees annually

in the month of April. Employees are assessed on 4 aspects: customer, finance,

process, performance. Those employees who have joined before 30th September of

the current financial year will be assessed during April.

Performance of the employees is assessed on the basis of “Key Result Areas”.

“Key Result Areas” or KRAs refer to general areas of outcomes or outputs for

which a role is responsible. A typical role targets three to five KRA. KRAs are

also known as key work outputs (KWOs).

Identifying KRAs helps individuals:

Clarify their roles

Align their roles to the organization’s business or strategic plan

Focus on results rather than activities

Communicate their role’s purposes to others

Set goals and objectives

Prioritize their activities, and therefore improve their time/work management

Make value-added decisions

Key result areas (KRAs) capture about 80% of a work role. The remainder of the

role is usually devoted to areas of shared responsibility (e.g., helping team

members, participating in activities for the good of the organization). For

example, “image of the organization” is usually a very senior official’s key result

area, but hopefully all employees contribute to this outcome. Most roles include to

5 key result areas. If individuals are accountable for more than this, they may be

overloaded, or they may not be delegating effectively. Key result areas are

worded using as few terms as possible with no verbs (i.e., these are about results,

not action) and no direction/measurement (e.g., words such as "good," "increased"

or “decreased"). They simply describe the areas for which one is responsible for

results.

KRA’s are divided in to four parameters such as customer, process, finance and

performance. A discussion will be conducted among the employees and

employers. After that appraisal will be done and then review will be conducted.

Based on their performance increments will be given in their pay.

In addition to this if an employee achieves or exceeds the target given to, along

with the team members will be provided with attractive cash and other incentives.

COMPENSATION AND REWARD

Services rendered by individuals to organizations have to be equitably paid for.

This compensation generally comprises cash payments which include wages,

bonus and shared profits. Good compensation plans have a salutary effect on the

employees. They are happier in their work, co-operative with management and

productivity is up. Although there can be both monetary and non monetary forms

of compensation, it is the monetary form of compensation which is the most basic

element by which individuals are attracted to an organization and are persuaded to

remain in it.

Wages in the widest sense mean any economic compensation paid by the

employer under some contract to his workers for the services rendered by them.

Remuneration is composed of two parts. Their basic salary and allowances. The

basic wage is the remuneration, which is paid or payable to an employee in terms

of his contract of employment for the work done by him. Allowances are paid in

addition to the basic wage to maintain the value of basic wages over a period of

time. Allowances include dearness allowance, bonus, over time pay etc.

Compensation or salary has become a more complicated and strategic issues of all

company. In this company the management had really understood the importance

of salary in recruiting, retaining and motivating the employees

Employees are rewarded suitably with attractive pay packages.

The salary structure is divided into fixed pay and variable pay. Fixed pay includes

basic pay, HRA, special allowance, PF, ESI, Mediclaim etc.

Variable pay includes the fixed pay plus incentives provided on the basis of their

performance.

Annual bonus will be given at the time of Onam.

The employees and their dependence are also entitled for medical treatment in

recognized hospitals with cashless hospitalization with whom the company has

tie-ups.

If a hospital is not recognized, the amount spent by the employee will be

reimbursed.

Along with these all the employees are given a card known as ‘Employee

Discount Card’ (EDC) through which they can buy any product at Big Bazaar at a

special discount of 20-30 percent.

ABSENTEEISM AND TURNOVER

Absenteeism is a habitual pattern of absence from a duty or obligation.

Traditionally, absenteeism has been viewed as an indicator of poor individual

performance, as well as a breach of an implicit contract between employee and

employer; it was seen as a management problem, and framed in economic or

quasi-economic terms. More recent scholarship seeks to understand absenteeism

as an indicator of psychological, medical, or social adjustment to work.

Frequent absence from the workplace may be indicative of poor morale or of sick

building syndrome. However, many employers have implemented absence

policies which make no distinction between absences for genuine illness and

absence for inappropriate reasons. One of these policies is the calculation of

the Bradford factor, which only takes the total number and frequency of absences

into account, not the kind of absence.

As a result, many employees feel obliged to come to work while ill, and

transmit communicable diseases to their co-workers. This leads to even greater

absenteeism and reduced productivity among other workers who try to work

while ill. Work forces often excuse absenteeism caused by medical reasons if the

worker supplies a doctor's note or other form of documentation. Sometimes,

people choose not to show up for work and do not call in advance, which

businesses may find to be unprofessional and inconsiderate. This is called a "no

call" or "no show".

An employee during his probationary period is entitled for 7 days of leave .a

confirmed employee is entitled for 30 days of leave in a year. There is only one

type of leave the employees can take which is known as All Purpose Leave

(APL).

All the employees will be given identity cards which they have to wear and also

swipe while at the time of entering and leaving the store.

In a human resources context, turnover or staff turnover or labour turnover is the

rate at which an employer gains and losses employees. Simple ways to describe it

are "how long employees tend to stay" or "the rate of traffic through the revolving

door." Turnover is measured for individual companies and for their industry as a

whole. If an employer is said to have a high turnover relative to its competitors, it

means that employees of that company have a shorter average tenure than those of

other companies in the same industry. High turnover can be harmful to a

company's productivity if skilled workers are often leaving and the worker

population contains a high percentage of novice workers.

Like recruitment, turnover can be classified as 'internal' or 'external'. Internal

turnover involves employees leaving their current positions and taking new

positions within the same organization. Both positive (such as increased morale

from the change of task and supervisor) and negative (such as project/relational

disruption, or the Peter Principle effects of internal turnover exist, and therefore, it

may be equally important to monitor this form of turnover as it is to monitor its

external counterpart. Internal turnover might be moderated and controlled by

typical HR mechanisms, such as an internal recruitment policy or

formal succession planning.

High turnover often means that employees are unhappy with the work or

compensation, but it can also indicate unsafe or unhealthy conditions, or that too

few employees give satisfactory performance (due to unrealistic expectations or

poor candidate screening). The lack of career opportunities and challenges,

dissatisfaction with the job-scope or conflict with the management has been cited

as predictors of high turnover.

Low turnover indicates that none of the above is true: employees are satisfied,

healthy and safe, and their performance is satisfactory to the employer. However,

the predictors of low turnover may sometimes differ than those of high turnover.

Aside from the fore-mentioned career opportunities, salary, corporate culture,

management's recognition, and a comfortable workplace seem to impact

employees' decision to stay with their employer.

The attrition rate in the big bazaar is 2%.

Work Culture at Big Bazaar

At Pantaloon retail, empowerment is what we acquire and freedom is what we

get. Out of the box thinking has become a way of life at pantaloon retail and

living with a change, a habit. Leadership is a value followed by one and all at

pantaloon retail. Leadership is a quality that motivates them to never stop

learning, stretching to reach the next challenge, knowing that they will be

rewarded along the way. In the quest of creating Indian model of retailing,

pantaloon retail has taken initiatives to launch many retail formats that have come

to serve as a benchmark in the industry. At pantaloon retail, employees get

opportunities to handle multiple responsibilities therein, grooming to play a larger

role in the future.

Chapter: 3CONCLUSION

STRENGTHS

Helpfulness/ Assistance to employee

Providing fair compensation to employees.

Provides an opportunity for the employees lodge their complaints.

Designing appropriate training programmes to train employees.

Providing incentives and bonus to motivate the employees.

Providing a cordial working environment.

Continuously tracking the absenteeism and turnover rates of the employees.

WEAKNESS

Poor complaints resolution. The complaints of the employees are rarely resolved.

Wrong billings, which kills the time of the employees and leads to frustrations.

Employees at cash counters are not adequately trained.

Lack of proper coordination between employees at cash counters and the employees at

baggage counters.

Lack of proper coordination between cashiers and sales executives across various

departments.

OPPORTUNITIES

To assure there are enough sales executives to handle the various sections at big bazaar.

To show an interest in employees’ opinions and feelings.

Various motivation techniques to motivate employees.

Lot of potential in the rural market.

To have company policies that work for employees and not against them.

To provide opportunities to the employees to grow along with the company.

Computerize the baggage counter; there by the burden of executives and also the amount

spent on employing new executives is saved.

There exist a healthy and positive relationship between employees and managers.

THREATS

High business risk involved.

High attrition rate of employees.

Lot of competitors coming up to tap the market potential.

Margin of business reducing all the time.

FINDINGS

Big Bazaar is undoubtedly the number one retailer in India.

It has built a very emotional and cordial relationship with its employees.

It is observed that the organization hierarchy is professional as all the departmental

managers directly report to the store manager who inturn reports to the Zonal Head.

It is found that more than 60% of employees are of the age group of 20-35.

Working environment is good and also the various facilities provided helps in motivating

the employees.