Employee Job Satisfaction - Big Bazar_ashok

ABSTRACT:

This MBA training project of human resource will facilitate and enables the management to

know the perceptions and inner feelings regarding the job they are performing on day-to-day

basis. The term employee job satisfaction reveals and focuses on the likes and dislikes of the

employees of big bazaar. In this particular study the researchers tries to identify the causes for

satisfaction and dissatisfaction among the employees. So this is the most effective and

selective instrument for diagnosing and peeping into the employee’s problems

INTRODUCTION:

Human resource management is also a management function concerned with hiring,

motivating, and maintaining people in organization. It focuses on people in organizations.

The primary objective of HRM is to ensure the availability of a competent and willing work

force to organization.HRM objectives are four social, organizational, functional and personal.

HRM is management function that helps managers recruit, select, train and develop

members for an organization.

HRM functions are not confined to business establishments only. They are applicable

to non business organizations, too, such as education, health care, recreation, and the like.

Employee job Satisfaction is a prerequisite for the customer satisfaction. Enhanced

employee satisfaction leads to higher level of employee retention. A stable and committed

workforce ensures successful knowledge transfer, sharing, and creation for continuous

improvement, innovation, and knowledge-based total customer satisfaction.

When companies are committed with providing high quality products and services;

when companies set high work standards for their employees; and when employees are

empowered through training and development, provided with knowledge and information,

permitted to make mistakes without punishment, and trusted; they will experience an increase

in their level of satisfaction at work. This level of satisfaction can be enhanced further if

teamwork and visionary leadership are introduced.

Continuous improvement comes from the efforts of the empowered employees

motivated by visionary leadership. This is supported by the findings that empowerment and

visionary leadership both have significant correlation with employee satisfaction. Teamwork

is also supported by the findings. In addition, the study found significant correlation between

employee satisfaction and employee’s intention to leave.

The success of a corporation depends very much on customer satisfaction. A high

level of customer service leads to customer retention, thus offering growth and profit

opportunities to the organization. There is a strong relationship between customer satisfaction

and employee satisfaction. Satisfied employees are more likely to stay with company and

become committed and have more likely to be motivated to provide high level of customer

service, by doing so will also further enhance the employee’s satisfaction through feeling of

achievement. Enhanced employee satisfaction leads to improved employee retention; and

employee stability ensures the successful implementation of continuous improvement and

customer satisfaction. Customer satisfaction will no doubt lead to corporate success and

greater job security. These will further enhance employee satisfaction. Therefore, employee

satisfaction is a prerequisite for customer satisfaction.

Every employee is the asset of the organization. Success of any organization depends

upon how well each employee in the organization perform. Only a satisfied employee can

contribute more towards the organization for satisfying the organizational as well as his/her

personal goal. One of the main factors that determine the satisfaction of any employee is the

quality of work life inside the organization.

In the present conditions people perform better when they are allowed to participate

in managing their work and make decisions. Quality of work life motivates people by

satisfying not only their economic needs but also their social and psychological needs. To

satisfy the new generation workforce, the organization need to more concentrate on quality of

work life. The organization is successful only when they provide proper facilities to

balancing employee’s work life with the personal life. Organizations are enjoying quality of

work life programs in the form of increased productivity, and an efficient, satisfied

employee’s to achieve their goals and objectives. High quality people are needed to take on

the job towards prosperity and wellbeing.

Objectives of the study:

To study of employee job satisfaction in big bazaar will be carried out with the following

objectives.

To describe the various expectations that determines the satisfaction level of

employee.

To identify the factors concerning employee job satisfaction.

To measure the level of satisfaction of employees with respect to the companies.

To analyze the collected data

To Measure the satisfaction levels of employees on various factors and give

suggestions for improving the same.

To study the relationship between the personal factors of the employee (Gender,

Designation, Qualification, Age, and Years of Service in a company) with

satisfaction level.

To derive and analyze the current satisfaction level of the employees in the

company

To study the various factors which influencing employee satisfaction.

SCOPE OF THE STUDY:

My study was focused on job satisfaction of employees since it is necessary to focus

on the levels of satisfaction by smooth functioning of organization are also to maintain and

retain employees for longer time. So my study encompasses both managerial and non-

managerial employees of Big bazaar.

Scope of the study is to carry out the study of the employee satisfaction at company

and assess the employee satisfaction level in present competitive environment of Industry to

help knowing and reading of the minds of the current generation professionals regarding their

Company Culture, Compensation, Work atmosphere, Management support, Job satisfaction,

performance appraisal and Career growth opportunities. This study refers employee

satisfaction of Employees at BIG BAZAAR. Employees are the basis of every organization.

Recruiting and retaining knowledgeable people for the job is essential for an employer. But it

works only if employee satisfaction is considered more important because of it employees

attracted and not leave the company. It is require studying the various factors to assess

employee satisfaction level.

NEED FOR THE STUDY ON EMPLOYEE JOB SATISFACTION

1. To study “employee job satisfaction” which helps the company to maintain standards

& increase productivity by motivating the employees.

2. To study how much the employees are capable & interest at work place.

3. "Human resource" is the most important resources for any organization, so to study on

employees job satisfaction helps to know the working conditions & what are the

things that affect them not to work properly. So to study on employee satisfaction is

necessary.

4. The employee satisfaction is the orientation of the industry towards his work role,

which he is presently playing. The organization will only thrive and survive when its

employees are satisfied.

5. This makes person says completely that he is fully satisfied with the job. This study

conducted so that the employees give their full, honest and frank opinion by

remaining anonymous about how they feel about their jobs.

6. The survey is also useful way to assess the training needs and also a tangible

expression of the management’s interest in the employee welfare, which would give

the employee a cause to have and feel better towards the management.

RESEARCH DESIGN AND METHODOLOGY:

In this chapter need, objectives and research design and methodology followed during

the study are in detail.

RESEARCH METHODOLOGY:

The methodology that is adopted for the study is such that it facilitates the data

accumulation. The information is gathered through survey method. The survey method

has been adopted for collecting the data from employees.

RESEARCH DESIGN:

Research design is defined as the specification of methods and procedures for

acquiring the information needed. Generally the research design is any of the

following three types-

DESCRIPTIVE

EXPLORATORY

CASUAL

DESCRIPTIVE STUDY:

Descriptive study/research is marked by the prior formulations and specific research

questions. The investigator already knows a substantial amount about the research

problem before the project is initiated. Hence this is chosen for my research.

EXPLORATORY STUDY:

The major purpose of exploratory study is the identification of problem, the more

precision formulation of problem and the formulation of new alternative courses of

action.

CASUAL STUDY:

The study involves the determination of the causes of what the researchers are

predicting. This is mainly a cause and effect study.

The research design selected by the researcher in the present study is

“DESCRIPTIVE” in nature.

RESEARCH INSTRUMENT:

HR research has a one main research instruments in collecting primary data. That is

questionnaires.

In order to extract first hand information from the respondents, a pre-tested

questionnaire was prepared and the same was administered to the respondents.

DATA SOURCES:

Data means a collection of facts in real life statistical data is a collection of facts in

numerical figures.

The data sources are usually identified using the type of data needed. There are two

types of data.

1. Primary data

2. Secondary data

PRIMARY DATA:

The first hand information by the investigator by means of observation face to face

questioning, telephone interview and mailing questionnaire is called primary data.

Primary data consists of original information gathered for a specific purpose.

SOURCES OF PRIMARY DATA:

For the purpose of present study, the primary data collected from respondents by

contacting them personally.

SECONDARY DATA:

Secondary data consists of information that already exists somewhere, has been

collected for another purpose.

SOURCES OF SECONDARY DATA:

For the purpose of present study, the secondary data was collected from published data of

the companies.

POPULATION:

Population is the aggregate of objects animate and in animate, under study in any statistical

investigation.

RESEACH METHODOLOGY:

1. Research design : Descriptive nature

2. Research method : Survey method

3. Research instruments : A well structured questionnaire

4. Source of data : Primary data and Secondary data

5. Primary data : Collection of primary data through

structured questionnaire

6. Secondary data : It is collected from the company

broachers and internet

7. Population size : 200

8. Sample size : 100

9. Sampling unit : Managerial and non-managerial

10. Sampling procedure : Convenience sampling

11. Statistical tool : Simple percentage method

LIMITATIONS OF THE STUDY:

Due to constraint of time and resources, the study was conducted in big bazaar

and the results of the study cannot be generalized.

The accuracy of the analysis and conclusion drawn entirely depends upon the

reliability of the information provided by the employees.

Sincere efforts were made to cover maximum departments of the employees, but

the study may not fully reflect the entire opinion of the employees.

In the fast moving/changing employee’s behavior, many new and better things

may emerge in the near future, which cannot be safeguard in this report.

Confidentially matter restricts for an in depth study.

This study is only limited to this company.

The method of random sampling is suitable for small populations only.

To create good image, respondents may give responses vary from the facts.

Some respondents hesitated to give the actual situation; they feared that

management would take any action against them.

It does not ensure proportionate representation to all constituent group of

population.

I was able to cover only those employees who were currently working in the

company.

COMPANY PROFILE

INTRODUCTION OF COMPANY PROFILE

Pantaloon Retail (India) Limited, is India’s leading retailer that operates

multiple retail formats in both the value and lifestyle segment of the Indian consumer

market. Headquartered in Mumbai (Bombay), the company operates over 12 million square

feet of retail space, has over 1000 stores across 71 cities in India and employs over 30,000

people.

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

Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends

the look, touch and 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 Brand Factory, Blue Sky, all Top 10 and Star and Sitara. The company also

operates an online portal, futurebazaar.com.

A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a

large-format home solutions store, Collection i.e., selling home furniture products and eZone

focused on catering to the consumer electronics segment.

Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by

the US-based National Retail Federation (NRF) and the Emerging Market Retailer of the

Year 2007 at the World Retail Congress held in Barcelona.

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

entire Indian consumption space.

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 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.

Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000 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 lifestyle

segment, the group operates Pantaloons, a fashion retail chain and Central, a chain of

seamless malls. In the value segment, its marquee brand, Big Bazaar is a hypermarket

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 hypermarket. The first set of Big Bazaar stores opened in 2001 in Kolkata,

Hyderabad and Bangalore.

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

retailer, Planet Sports, electronics retailer, Ezone, 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 $1 billion that are being invested in consumer brands and companies, real

estate, hotels and logistics. It also operates a consumer finance arm with branches in 150

locations.

Other group companies include, Future Generali, the group’s insurance venture in

partnership with Italy’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 presence in Leisure & Entertainment segment is led through, Mumbai-

based listed company Galaxy Entertainment Limited. Galaxy leading leisure chains,

Sports Bar and Bowling Co. 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’s joint venture partners include, US-based stationery products retailer,

Staples and Middle East-based Axiom Communications.

The group’s flagship company, Pantaloon Retail was awarded the 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.

Future Group believes in developing strong insights on Indian consumers and

building businesses based on Indian ideas, as espoused in the group’s core value of

‘Indian’s.’ The group’s corporate credo is, ‘Rewrite rules, Retain values.’

Future Group Manifesto

“Future” – the word which signifies optimism, growth, achievement, strength,

beauty, rewards and perfection. Future encourages us to explore areas yet unexplored,

write rules yet unwritten; create new opportunities and new successes. To strive for a

glorious future brings to us our strength, our ability to learn, unlearn and re-learn, our

ability to evolve.

We, in Future Group, will not wait for the Future to unfold itself but create future

scenarios in the consumer space and facilitate consumption because consumption is

development. Thereby, we will effect socio-economic development for our customers,

employees, shareholders, associates and partners.

Our customers will not just get what they need, but also get them where, how and

when they need.

We will not just post satisfactory results, we will write success stories.

We will not just operate efficiently in the Indian economy, we will evolve it.

We will not just spot trends; we will set trends by marrying our understanding of the

Indian consumer to their needs of tomorrow.

It is this understanding that has helped us succeed. And it is this that will help us succeed

in the Future. We shall keep relearning. And in this process, do just one thing.

Rewrite Rules. Retain Values.

Group Vision:

Future Group shall deliver Everything, Everywhere, Everytime for Every Indian

Consumer in the most profitable manner

Group Mission:

We share the vision and belief that our customers and stakeholders shall be served only by

creating and executing future scenarios in the consumption space leading to economic

development.

We will be the trendsetters in evolving delivery formats, creating retail realty, making

consumption affordable for all customer segments – for classes and for masses.

We shall infuse Indian brands with confidence and renewed ambition.

We shall be efficient, cost- conscious and committed to quality in whatever we do.

We shall ensure that our positive attitude, sincerity, humility and united determination

shall be the driving force to make us successful.

Core Values:

Indian ness: confidence in ourselves.

Leadership: to be a leader, both in thought and business.

Respect & Humility: to respect every individual and be humble in our conduct.

Introspection: leading to purposeful thinking.

Openness: to be open and receptive to new ideas, knowledge and information.

Valuing and Nurturing Relationships: to build long term relationships.

Simplicity & Positivity: Simplicity and positivity in our thought, business and action.

Adaptability: to be flexible and adaptable, to meet challenges.

Flow: to respect and understand the universal laws of nature.

Awards:

Images Fashion Forum 2009:

Most Admired Fashion Group Of The Year - Future Group

Most Admired Private Label - Pantaloons, the lifestyle format

Critic’s Choice For Pioneering Effort In Retail Concept

Creation - Central

Coca-Cola Golden Spoon Awards 2009:

Most Admired Food & Grocery Retailer Of The Year

Most Admired Food Court

Most Admired Food Professional

Indian Retail Forum Awards 2008:

Most Admired Retail Company of the year - Future Group

Retail Face of the Year - Kishore Biyani

Best Retailer Of The Year ( Hypermarket) - Big Bazaar

Future Group was awarded the Most Admired Retail Company of the year by the

Indian Retail Forum at a glittering ceremony organized in Mumbai. Mr. Kishore Biyani also

won Retail Face of the Year.

India Retail Forum (IRF) is a platform for intellectual insights and information

exchange for the retail business in the Indian subcontinent. The forum presents the business

of retail in the region to a global audience, with the express aim of facilitating understanding

about and encouraging investment in this massive marketplace.

Big Bazaar, the value format of Future Group bagged the Best Retailer of the Year

(Hyper market).

The INDIASTAR Award 2008:

Food Bazaar: Best Packaging Innovation

Food Bazaar bagged the INDIASTAR Award for Best Packaging Innovation in India, for

its private label brand Fresh and Pure Chakki Atta.

INDIASTAR Award is a biennial event which aims to promote and encourage excellence

in packaging design, innovation and technology. The contest was established in 1972 and is

considered as the most popular and premier event for India’s packaging fraternity. This year

there were around 357 entries and the participants had to submit a sample of their designs for

selection. With this award, Pantaloon Retail (India) Limited becomes the first Indian Retailer

to win the prestigious INDIASTAR Award.

Retail Asia Pacific 500 Top Awards 2008

Gold Winner -Top Retailer 2008 Asia Pacific

Retail Asia Publishing Pte, the institutor of these awards, aims to set a platform that

appraise, raises and recognizes the development and growth of retailing throughout the Asia

Pacific region.

Coca-Cola Golden Spoon Awards 2008

Most Admired Food & Grocery Retail Visionary of the Year: Kishore Biyani.

Most Admired Food & Grocery Retailer of the Year – Supermarkets: Food Bazaar.

Most Admired Food & Grocery Retailer of the Year - Hypermarkets: Big Bazaar.

Most Admired Retailer of the Year - Dynamic Growth in Network Expansion across

Food, Beverages & Grocery: Future Group.

Most Admired Food & Grocery Retailer of the Year - Consumer's Choice: Big

Bazaar.

The Coca-Cola Golden Spoon Awards 2008, were given away for the first time as a

culmination of the ‘Food Forum India 2008’ - a two day convention which saw the

participation of leading brands, retailers & retail support organizations from across the

globe. The awards were presented to honour enterprise, innovation and achievement

in the food retailing business as a benchmark of excellence.

Future Ventures:

Future Ventures, seeks to promote and participate in innovative and emerging

business ventures in India. The company intends to play a role in powering entrepreneurship,

by promoting or participating in diverse business activities, primarily in “consumption-led”

sectors in the country, which it defines as sectors whose growth and development will be

determined primarily by the growing purchasing power of Indian consumers and their

changing tastes, lifestyle and spending habits.

The company will also participate in businesses where it exercises control or

influence, and can add value as active shareholders, by utilizing the experience and

knowledge of the Future Group, and specifically its parent, Pantaloon Retail

Meet India's King of Retail:

Pantaloon's Kishore Biyani has become India's largest retailer, but still has several

aces up his John Miller shirtsleeves.

In India's chaotic markets, Kishore Biyani is the unchallenged king of retail. He has

the knack of catching rivals off-guard and striking where it hurts most.

And now that he's set himself the task of retaining control of the largest retail space in

the country, he won't let anyone - suppliers or international promoters included - catch him

slacking.

The latest to face the wrath of the 43-year-old is South African hypermarket Shoprite,

which opened shop in Mumbai [ Images ] last month through a franchise agreement with

local company Normal Lifestyle.

The hypermarket began retailing products from big boys Nestle [ Get Quote ],

Unilever and Procter & Gamble at consumer discounts of 20-30 per cent, lower than even

Biyani's purchase prices in his Big Bazaar and Food Bazaar stores.

Instead of chewing his nails, Biyani turned confrontationist, asking why the

multinationals were offering Shoprite better prices, even withdrawing Nestle products from

his stores when the company did not respond.

Two days later the Nestle products were back, but not before the company had

clarified its stance. Says Biyani, "Shoprite is involved in predatory pricing. There are rules

against this in every part of the world."

But as a result of his tough stance, the three MNCs have asked Shoprite to roll back

the offers or face withdrawal of supplies, he says.

http://portfolio.rediff.com/quotes/nestle+india+ltd

http://search.rediff.com/imgsrch/default.php?MT=mumbai

And he was proved right when the Kolkata Pantaloon store became a raging success

and Biyani stepped on to the turf as a super retailer.

Other professionals have wondered where Biyani picked up the tricks of the retailing

trade. Some he learned from his own mistakes, he admits. Others he picked up from the big

boys of international retail.

"I read every book on Sam Walton, Macy's, Marks & Spencer and management gurus

like Tom Peters whose book 'Reimagine' impressed me." Even now he reads a management

book every fortnight - Stephen Covey, Robert Kaplan or James Collins.

But unusual as it might seem, he also made it a point to stay away from these stores.

The reason: "By going to a Wal-Mart or a Macy's, you could get overwhelmed into thinking

that was the best model and stop learning," he says.

Mr. Gopikishan Biyani, whole time Director:

Gopikishan Biyani is a commerce graduate and has more than twenty years of

experience in the textile business.

Mr. Rakesh Biyani, Whole time Director:

Rakesh Biyani is a commerce graduate and has been actively involved in category

management; retail stores operations, IT and exports. He has been instrumental in the

implementation of the various new retail formats.

Mr. Vijay Kumar chopra, Independent Director:

V.K Chopra is a fellow member of The Institute of chartered Accountants of India

(ICAI) by profession and is a certified Associate of Indian Institute of Bankers (CAIIB). His

banking career spans over 31 years and he has served senior management position in Central

Bank of India, oriental Bank of commerce, SIDBI , Corporation Bank and SEBI.

Major Milestones

1987 Company incorporated as Manz Wear Private Limited. Launch of Pantaloons

trouser, India’s first formal trouser brand.

1991 Launch of BARE, the Indian jeans brand.

1992 Initial public offer (IPO) was made in the month of May.

1994 The Pantaloon Shoppe – exclusive menswear store in franchisee format launched

across the nation. The company starts the distribution of branded garments

through multi-brand retail outlets across the nation.

1995 John Miller – Formal shirt brand launched.

1997 Company enters modern retail with the launch of the first 8000 square feet store,

Pantaloons in Kolkata.

2001 Three Big Bazaar stores launched within a span of 22 days in Kolkata,

Bangalore and Hyderabad.

2002 Food Bazaar, the supermarket chain is launched.

2004 Central - India’s first seamless mall is launched in Bangalore.

2005 Group moves beyond retail, acquires stakes in Galaxy Entertainment, Indus

League Clothing and Planet Retail.

Sets up India’s first real estate investment fund Kshitij to build a chain of

shopping malls.

2006 Future Capital Holdings, the company’s financial is formed to manage over $1.5

billion in real estate, private equity and retail infrastructure funds. Plans forays

into retailing of consumer finance products.

Home Town, a home building and improvement products retail chain is

launched along with consumer durables format, Ezone and furniture chain,

Furniture Bazaar.

Future Group enters into joint venture agreements to launch insurance products

with Italian insurance major, Generali.

Forms joint ventures with US office stationery retailer, Staples.

2007 Future Group crosses $1 billion turnover mark.

Specialized companies in retail media, logistics, IPR and brand development and

retail-led technology services become operational.

Pantaloon Retail wins the International Retailer of the Year at US-based National

Retail Federation convention in New York and Emerging Retailer of the Year

award at the World Retail Congress held in Barcelona.

Futurebazaar.com becomes India’s most popular shopping portal.

2008 Future Capital Holdings becomes the second group company to make a

successful Initial Public Offering in the Indian capital markets.

Big Bazaar crosses the 100-store mark, marking one of the fastest ever

expansion of a hypermarket format anywhere in the world.

Total operational retail space crosses 10 million square feet mark.

Future Group acquires rural retail chain, Aadhar present in 65 rural locations.

STORE STRUCTURE

STORE

MANAGER

ASSISTANT

STORE

MANAGER

DEPARTMENT

MANAGER

ASSISTANT

DEPT

MANAGER

TEAM

MEMBERS

INDUSTRY PROFILE

Retailing

Retailing is the transaction between the seller and consumer for personal

consumption. It is does not include transaction between the manufacturer, corporate

purchase, government purchase and other wholesale purchase. A retailer stocks the

goods from the manufacturer and then sells the same to the end user for a marginal

profit.

Introduction

Retailing involves all activities incidental to selling to ultimate consumer for

their personnel family and household use. It does this by organizing their availability

on a relatively large scale and supplying them to a customer on a relatively small

scale. Retailer is any person/organization instrumental in reaching the goods or

merchandise or services to the end users. Retailer is a must and cannot be eliminated.

The Indian retailing industry is becoming intensely competitive, as more and

more payers are Vying for the same set of customers. The major retail players are

Pantaloon Retail, Shoppers Stop, Reliance, etc..,

Retail Industry in India:

Challenges Opportunities and Strategies

Retailing is one of the biggest sectors and it is witnessing revolution in India.

The new entrant in retailing in India signifies the beginning of retail revolution. India's

retail market is expected to grow tremendously in next few years. According to AT

Kearney, The Windows of Opportunity shows that Retailing in India was at opening

stage in 1995 and now it is in peaking stage in 2006. India's retail market is expected

to grow tremendously in next few years. India shows US$330 billion retail market that

is expected to grow 10% a year, with modern retailing just beginning. India ranks first

in 2005. In fact, in 2005 and 2006, India is the most compelling opportunity for

retailers, because now India is in peaking stage. This window of opportunity is useful

for executives who plan their market-specific strategies; the four stages or the

lifecycle of this industry is as as follows:

A. Introduction:

Strategy suggested: A rapid penetration strategy is suggested at this Stage i.e. low

price and high promotion.

B. Growth:

The strategy of adopting quality and styled products with new models and shift of

advertising from product awareness to product preference Eg ; the big bazaar

advertisement says surf excel is cheaper than the market price. The idea behind

adopting strategy is to strengthen against competitors

C . Maturity:

Enter new market segments that is either enter new geographic areas e.g. ;vishal

megha mart has opened stores in smaller cities tier II and III cities

Decline:

The window of opportunity is closing fast and modern retail share is reaching 40 to 60

percent. Though the opportunity is closing the existing retailers can enter with new

formats such as discount models or non-food formats such as consumer electronics

and apparel.

Window of opportunity ends for about 5 to 10years before a market enters the

closing phase and reaches saturation level. India for example, was in the opening stage

in 1995 and entered peaking stage in the year 2003 and reached number 1 rank

in2005.

PRESENT INDIAN SCENARIO

* unorganized market: Rs. 583,000 crores

* Organized market: Rs.5, 000 crores

* 5X growth in organized retailing between 2000 - 2005

* Over 4,000 new modern Outlets in the last 3 years

* Over 5,000,000 sq. ft. of mall space under development

* The top 3 modern retailers control over 750,000 sq. ft. of retail space

* Over 400,000 shoppers walk through their doors every week

Growth drivers in India for retail sector

• Rising incomes and improvements in infrastructure are enlarging Consumer

markets and accelerating the convergence of consumer tastes.

• Liberalization of the Indian economy

• Increase in spending Per capita Income.

• Advent of dual income families also helps in the growth of retail Sector.

• Shift in consumer demand to foreign brands like McDonalds, Sony, Panasonic, etc.

• Consumer preference for shopping in new environs

• The Internet revolution is making the Indian consumer more Accessible to the

growing influences of domestic and foreign retail Chains. Reach of satellite T.V.

channels is helping in creating awareness about global products for local markets.

• About 47% of India's population is under the age of 20; and this will increase to

55% by 2015. This young population, which is Technology- savvy, watch more than

50 TV satellite channels, and display the highest propensity to spend, will immensely

contribute to the growth of the retail sector in the country.

• Availability of quality real estate and mall management practices

• Foreign companies' attraction to India is the billion plus Population.

Scope in retailing

Retail is clearly the sector that is poised to show the highest growth in the next five

years. The sector is set for a revolution, as both the present players and new entrants

are gearing up to explore the market. This sector contributes 10% of India's GDP and

the current growth rate is 8.5%.

The present size of the organized retailing sector is approximately 3% and is

expected to grow to 25-30% by the year 2010. There are about 300 new malls, 1500

supermarkets and 325 departmental stores currently under construction.

Many players are coming up with huge investments, due to which the present 12

million mom-and-pop shops and kirana stores fear losing their business. Most

predictions say that the sector might reach to US$ 400-600 billion by the year 2010.

Global retail giants such as Wal-Mart, Tesco, Germany's Metro AG and many

others are ready to enter the retail markets. The rising demand of branded products and

increase in purchasing power has lured these companies to enter the market.

Leading Indian Retailers

Bata India Ltd, Big Bazaar, Crossword, Ebony Retail Holdings Ltd., Food

Bazaar, Globus Stores Pvt. Ltd., Liberty shoes Ltd., Music World Entertainment Ltd.,

Pantaloon Retail India Ltd., Shoppers Stop, Subhiksha, Titan Industries, Trent and the

new entrants penetrating the market soon will include Reliance Retail Ltd, Wal-Mart

Stores etc

Employment opportunities in retail sector in India

India's retail industry is the second largest sector, after agriculture, which provides

employment. According to Associated Chambers of Commerce and Industry of India

(ASSOCHAM), the retail sector wills Create 50,000 jobs in next few years. Retail

companies are starting retail management courses in Partnership with management

institutes, roping in talent from other Sectors and developing comprehensive career

growth and loyalty Plans for existing employees. Top players like Pantaloon Retail

India Limited, Trent, Shopper's Stop, RPG Group and ebony are virtually on their

toes.

Consider the plans of largest player, The Pantaloon Retail India Ltd, The company

has developed a comprehensive strategy, where in it Expects that in 2years, it will not

recruit any new managers from outside. Trent has also started in-house learning

programs and now goes to under graduate colleges to recruit students. Since, the job

market is hugely receptive to this with more and more business schools focusing on

the sector and large retailers setting up retail academics.

Challenges of Retailing in India

In India the Retailing industry has a long way to go, and to become a truly flourishing

industry, retailing needs to cross the following hurdles:

* The first challenge facing the organized retail sector is the competition from

unorganized sector.

* In retail sector, Automatic approval is not allowed for foreign investment

* Taxation, which favors small retail businesses.

* Developed supply chain and integrated IT management is absent in retail sector.

* Lack of trained work force.

* Low skill level for retailing management.

* Intrinsic complexity of retailing- rapid price changes, threat of product obsolescence

and low margins.

* Organized retail sector has to pay huge taxes, which is negligible for small retail

business.

*Cost of business operations is very high in India.

Retail Marketing & Sales Promotion

Retail marketing plans, sales promotion ideas, branding and advertising resources

for retailers. Learn how to use loss leaders, media buys and sales events to the benefit

of your retail store. Select a newspaper to advertise in, create an effective ad and

understand newspaper rate cards.

a. Advertising for Retailers

http://www.articlesbase.com/publishing-articles/retail-industry-in-indiachallenges-opportunties-and-strategies-158550.html

Learn how to properly buy advertising, where to advertise your business and what

forms of advertising work best for the retail store. Affordable ways to advertise in

newspapers, use direct mail, billboards, television, radio, and the Internet

b. Merchandising

In retail, merchandising is the practice of making products in stores available to

consumers, primarily by stocking shelves and displays. Use these merchandising

resources to learn how to create an attractive display, get tips for product placement

and receive other retail merchandising advice.

c. Private Label Branding

Learn the definition of private label branding, find out where to buy private label

products to sell in your store, and better understand the private labeling concept with

these resources.

Retail Signage - Digital Signage - Store Signs

Learn more about the effective use of retail signage, the benefits of digital signage

and other promotional signs. This category covers neon signs, billboards, digital

signage systems and other retail store signage.

Using Press Releases

Writing and sending a press release is an excellent way to get the word out about your

retail store. Here are paid and free press release services, press release best practices

and other retail marketing ideas using press releases.

Retail Strategy

Strategic retail planning and repositioning

End their retail propositions

Plan and develop new retail formats and channels

Plan effective retail store roll-out strategies

Prioritize new retail markets and define how to enter them

Evaluate and execute new retail ventures and acquisitions

Develop retail business plans and financial projections

Retail performance improvement

By deploying experienced professionals in retail strategy, range an Improve and exited

supply chain management, retail technology, multi-channel retailing and store roll-out,

we deliver strong, practical recommendations to drive trading improvements and

operating efficiencies, resulting in quick wins as well as long term financial benefit.

Some of the questions we have addressed recently include

How can we make our retail proposition more appealing and Competitive

How can we manage our product range and stock most effectively to drive

sales and free working capital?

How do we optimize our store portfolio and store roll out Programmer

How do we realize our multi-channel potential (including online/ catalogue)?

Which supply chain improvements will drive sales and/or free working capital?

How do we improve our management of shelf space to drive sales?

http://www.javelingroup.com/what/retail_operations_buying_and_merchandising.html

http://www.javelingroup.com/what/retail_operations_supply_chain_and_logistics.html

http://www.javelingroup.com/what/ecommerce_and_mcr_strategy.html

http://www.javelingroup.com/what/retail_locations_retailer_location_planning.html

http://www.javelingroup.com/what/retail_operations_buying_and_merchandising.html

http://www.javelingroup.com/what/commercial_due_diligence.html

http://www.javelingroup.com/what/retail_locations_retailer_location_planning.html

http://www.javelingroup.com/what/ecommerce_and_mcr_strategy.html

How do we improve our management of store operations to save costs and drive

sales?

3.2 Future group

Introduction

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

Headquartered in Mumbai (Bombay), Pantaloon Retail employs around 30,000 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

lifestyle segment, the group operates Pantaloons, a fashion retail chain and Central, a

chain of seamless malls. In the value segment, its marquee brand, Big Bazaar is a

hypermarket format that combines the look, touch and feel of Indian bazaars with the

choice and convenience of modern retail

FUTURE VALUE BRANDS

http://www.javelingroup.com/what/retail_operations_store_operations.html

The Future Group has built a strong portfolio of some of the fastest Growing consumer

brands in India.

This activity is led through Future Brands India Limited, a specialized subsidiary

company that was set up to create and build powerful brands that address the aspirations

of the new Indian consumer

Some of the key brands in this portfolio include, John Miller, Lombard, Bare, DJ&C,

Buffalo and RIG in the fashion and apparel space. Dream line, present in the home

segment, offers a wide range of products in kitchenware, bed & bath linen, and Home

Décor categories. In the food and home care segment brands include Tasty Treat,

Premium Harvest, Fresh & Pure, Care Mate and Clean Mate. In consumer durables

and electronics space, the group’s brands include Koryo and Sensei. Indianness:

confidence in ourselves

Leadership: to be a leader, both in thought and business

Respect & Humility: to respect every individual and be humble in our country

Future group firms

Pantaloon Retail (India) Limited

Home Solutions Retail India Limited

Future Brands Limited

Future Media (India) Limited

Future Supply Chain Solutions Limited

Convergem Communication (India) Limited

Pantaloon Food Product (India) Limited

Future Knowledge Services Limited

Future Capital Holdings Limited

Future General India Insurance Company Limited

Future General India Life Insurance Company Limited

Future bazaar India Limited

Winner Sports Private Limited

Staples Future Office Products Private Limited

Talwalkars Pantaloon Fitness Private Limited

Indus League Clothing

Galaxy Entertainment Corporation Ltd

Future Consumer Products Limited

Future Ventures India Limited

COMPANY PROFILE - BIG BAZAAR

Big Bazaar is not just another hypermarket. It caters to every need of your

family. Where Big Bazaar scores over other stores is its value for money

proposition for the Indian customers.

The Big Bazaar is one such department store to have set up shop across the

country. Since its first outlet opened in Kolkata in late 2001, the Big Bazaar has

spread to towns and cities at an alarming rate. Currently 106 outlets

These multi-level shopping meccas stock everything from food to fridges, and

cookware to clothes. However, the Big Bazaar isn't your ordinary department store.

It's been especially designed to appeal to the Indian consumer.

Big Bazaar With a slogan of "Is se sasta aur accha kahin nahi!" ("Nowhere

cheaper or better than this!"), the Big Bazaar targets itself directly at the average

Indian's love of following the crowd and scrambling for a good discount.

Parent-Pantaloon Retail India Ltd

Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple retail

formats in both the value and lifestyle segment of the Indian consumer market.

Headquartered in Mumbai (Bombay), the company operates over 12 million square

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

employsover30,00people.

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

Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain,

blends the look, touch and feel of Indian bazaars with aspects of modern retail like

http://goindia.about.com/od/cityprofiles/p/kolkata-profile.htm

choice, convenience and quality and Central, a chain of seamless destination malls.

Some of its other formats include Brand Factory, Blue Sky, all, Top 10 and Star and

Sitara. The company also operates an online portal, futurebazaar.com.

A subsidiary company, Home Solutions Retail (India) Limited, operates Home

Town, a large-format home solutions store, Collection i, selling home furniture

products and e Zone focused on catering to the consumer electronics segment.

Pantaloon Retail was recently awarded the International Retailer of the Year 2007

by the US-based National Retail Federation (NRF) and the Emerging Market Retailer

of the Year 2007 at the World Retail Congress held in Barcelona.

Target Audience

Big Bazaar targets higher and upper middle class customers, the large and growing

young working population is a preferred customer segment, Big Bazaar specifically

targets working women and home makers who are the primary decision makers.

Product mix

Denims& t-shirts Fabrics& cut pieces Formal wear Casual wear Party wear Ethnic

wear Accessories Under garments Night wear Dress material Saris Staples Ready to

http://www.futurebazaar.com/

eat Ready to cook International food Spices Imported bazaar Tea& coffee Fruits

Vegetables Imported fruits Dairy products Soft drinks Packaged juices Milk item

Frozen foods Ice creams Shampoos Detergents Soaps Liquid wash creams deodorants

Home cleaners utensils plastics crockery

Pricing

Value pricing (EDLP) Promotional pricing ,low interest financing ,psychological

discounting, special event pricing Differentiated pricing ,time pricing, Bundling.

Place-store locations

Initially identifies future/ potential development areas, acquire such areas at an

early phase before the real estate value booms, and located at high traffic areas.

Promotion

“ Saal ke Sabse Saste 3 Din”

Future card(3% discount)

Shakti card

Advertising(print ads, TV ads, radio)

Brand endorsement by M.S DHONI

Exchange offer

Weekend discounts

Point of purchase promotions

` Junk' swap offer- “Exchange anything

E-tailing

To overcome location disadvantage- launched a merchandise retailing website

www.futurebazaar.com which targets high-end customers ready to use credit cards.

Internet as place has put them in a profitable position because there is minimal

expense of maintaining a website.

http://www.futurebazaar.com/

BOARD OF DIRECTORS

Mr. Kishore Biyani, Managing Director

Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the

Group Chief Executive Officer of Future Group.

Mr.GopikishanBiyani,Wholetime Director

Gopikishan Biyani, is a commerce graduate and has more than twenty years of experience in

the textile business.

Mr. Rakesh Biyani, Wholetime Director

Rakesh Biyani, is a commerce graduate and has been actively involved in category

management; retail stores operations, IT and exports. He has been instrumental in the

implementation of the various new retail formats.

Mr. Vijay Biyani, Wholetime Director

Vijay Biyani has more than twenty years of experience in manufacturing, textiles and

retail industry and has been actively involved in the financial, audit and corporate

governance related issues within the company.

Mr. Vijay Kumar Chopra, Independent Director

V.K.Chopra is a fellow member of The Institute of Chartered Accountants of India

(ICAI) by profession and is a Certified Associate of Indian Institute of Bankers

(CAIIB). His banking career spans over 31 years and he has served senior

management positions in Central Bank of India, Oriental Bank of Commerce,

SIDBI, Corporation Bank and SEBI

AWARDS

2009

CNBC Awaaz Consumer Awards 2009

Most Preferred Multi Product Chain - Big Bazaar

Most Preferred Multi Brand Food & Beverage Chain - Big Bazaar

Images Fashion Forum 2009

Most Admired Fashion Group Of The Year - Future Group

Most Admired Private Label - Pantaloons, the lifestyle format

Critics Choice For Pioneering Effort In Retail Concept Creation - Central

.

Coca-Cola Golden Spoon Awards 2009

Most Admired Food & Grocery Retailer Of The Year

Most Admired Food Court

Most Admired Food Professional

2008

Indian Retail Forum Awards 2008

Most Admired Retail Company of the year - Future Group

Retail Face of the Year - Kishore Biyani

Best Retailer Of The Year ( Hypermarket) - Big Bazaar

Future Group was awarded the Most Admired Retail Company of the year by

the Indian Retail Forum at a glittering ceremony organized in Mumbai. Mr. Kishore

Biyani also won Retail Face of the Year.

India Retail Forum (IRF) is a platform for intellectual insights and

information exchange for the retail business in the Indian subcontinent.

The forum presents the business of retail in the region to a global audience, with

the express aim of facilitating understanding about and encouraging investment in

this massive marketplace.

Big Bazaar, the value format of Future Group bagged the Best Retailer Of The

Year Hypermarket

The INDIASTAR Award 2008

Food Bazaar: Best Packaging Innovation

Food Bazaar bagged the INDIASTAR Award for Best Packaging Innovation in

India, for its private label brand Fresh And Pure Chakki Atta.

INDIASTAR Award is a biennial event which aims to promote and encourage

excellence in packaging design, innovation and technology. The contest was

established in 1972 and is considered as the most popular and premier event for

India’s packaging fraternity. This year there were around 357 entries and the

participants had to submit a sample of their designs for selection.

With this award, Pantaloon Retail (India) Limited becomes the first Indian

Retailer to win the prestigious INDIASTAR Award.

Retail Asia Pacific 500 Top Awards 2008

Gold Winner - Top Retailer 2008 Asia Pacific

Retail Asia Publishing Pte, the institutor of these awards, aims to set a platform that

appraise raises and recognizes the development and growth of retailing throughout

the Asia Pacific region.

REVIEW OF LITERATURE

EMPLOYEE JOB SATISFACTION:

Job satisfaction is one of the most crucial but controversial issues in industrial

psychology and behavioral management in organization. It ultimately decides the

development of organizational climate or environment.

A definition of employee job satisfaction is necessary in order to gauge its success.

“According to Kusku, employee satisfaction reflects the degree to which the individual’s

needs and desires are met and the extent to which this is perceived by the other employees”.

“Employee satisfaction is generally perceived as the scope of the work and all the

positive attitudes regarding the work environment” - Stappels and Higgins, quoted in

Kusku 2003:348).

Bullock (1952) defined job satisfaction as an attitude, which results from balancing

and summation of many specific likes dislikes experienced in connection with the job

Importance of employee job satisfaction:

1. Importance of employee job satisfaction for organization

•Enhance employee retention

•Increase productivity.

• Increase customer satisfaction

• Reduce turnover, recruiting, and training costs

• Enhance customer satisfaction and loyalty.

• More energetic employees.

• Improve teamwork.

• Higher quality products and/or services due to more competent, energized

employees.

2. Importance of employee satisfaction for employee

• Employee believes that the organization will be satisfying in the long run

• They will care about the quality of their work.

• They will create and deliver superior value to the customer.

• They will be more committed to the organization.

• Their works can be made more productive.

Factors influencing / effects to employee satisfaction:

1. Organization development factors

• Brand of organization in business field and comparison with leading competitor.

• Missions and Vision of organization.

• Potential development of organization.

2. Policies of compensation and benefits factors

• Wage and salary

• Benefits

• Rewards and penalties

3. Promotions and career development factors

• Opportunities for promotion.

• Training program participated or will do.

• Capacity of career development

4. Work task factors

• Quantity of task

• Difficult level of task

5. Relationship with supervisor factors

• Level of coaching

• Level of assignment for employee

• Treatment to employee etc

6. Working conditions and environment factors

• Tools and equipment

• working methods

• Working environment

7. Corporate culture factors

• Relationship with coworkers

• Level of sharing etc

8) Competencies, Personalities and Expectations of employee factors

Competencies and personalities are suitable for job?

Expectations of employee are suitable for policies of organization?

Steps of implementing employee job satisfaction:

Step1 – Employee satisfaction study / research.

Each quarter, HR Manager reviews the information needed to determine the

satisfaction of employees based on the following basis.

• Information and results of the survey times before

.• Comments by company directors.

• Proposal by HR staff and Department managers.

• Other contents in the purpose of this process.

Step 2 – Develop evaluation plan:

• Pursuant to the need to evaluate, HR Manager create a draft of content assessed in

the form and attached this procedure.

• HR manager also discuss with other manager about content, method assessed. Then

the draft must be sent to director for approval.

•Methods of appraisal also indicate clearly. You also use employee satisfaction survey

software for appraisal.

Step 3 – Transfer form to employees:

Pursuant to the plan was approved by Director, HR manager deployed to HR staff do

the following:

• Photo sufficient number of survey.

• Preparing small envelope enough based on number of survey

• Preparing large envelope by department.

• Deployment to Manager / Supervisors about survey plan.

• Move the survey to department heads. Each employee will be received 01 form

attached

With an envelope

• When employees complete the assessment, they must be closed envelope by pasting

on it, send to the department head.

• Head of department is responsible for collecting envelope and then send to HR

department.

Step 4 – Gather and analyze data:

• Next time 3-5 days from the date of distributing survey, HR department is

responsible for collectingsurvey and send it to director..

• Based on the opinions of staff, Director of the company will assign people to enter

and analyze data.

• Analysts are responsible to analyze survey data and preparation of reports.

• Presentation of results to directors, department managers

.• Communication of the results to employees through employees meeting, Company

newsletters, memoranda and feedback meetings conducted by trained leaders to

clarify and identify issues

.• Development of plans by department managers to respond to issues identified in

feedback sessions.

Step 5 – Implement improvement.

• HR department is responsible for implementing improvement solutions, supervising

result and reporting result to director.

Maintenance of employee job satisfaction:

To maintain employee satisfaction, you can use 2 solutions as follows:

1. Determining suitable frequency of appraisal:

Appraisal frequency should be at least 3 or 6 months / time. This helps you

regularly review satisfaction trends of employees.

For some department, you should increase appraisal frequency for them because of

lack of management skills or unsuitable personalities.

Many organizations only perform appraisal satisfaction of employees 1 time per

year, simply by applying the standard management rather than the needs of the

organization. This is a very long time because the dissatisfaction of employees can

occur at any time.

2. Implementation of feedback program regularly:

You cannot assess satisfaction of employees every month because it is very time-

consuming. So how you know the opinions of employees? You can implement the

program on the response of employees monthly or suddenly when a problem

happened.

The feedback of the staff are their comments, attitudes about problems that will

occur or has occurred.

The feedback can conduct independent or attached to the assessment of the work

monthly.

Ten critical success factors:

The Organizational wellness instrument identifies ten critical success factors

Of the organization as follows:

1. Trust – employees can be open about what they think; genuine

i. support is experienced; the company’s sincerity is not questioned

2. Learning – employees experience ongoing personal growth; they feel

a. they can initiate their own training; differences in learning styles are

b. respected

3. Gratification – the place of work is fun, employees are relaxed,

a. humor is an integral part of the culture

4. Language – positive language is the norm; the language is that of

a. encouragement and support; negative language is emphatically

b. discouraged

5. Ownership – every employee feels it is his/her company; employees

a. form part of company goals and strategies; each employee assumes

b. responsibility for his/her own job performance

6. Energy – the atmosphere is dynamic and energetic; employees are

a. passionate about their work; they are self motivated to work and to

b. produce

7. Change – change is seen as an opportunity not a threat; change and

a. challenges are not viewed with suspicion but as the norm for

b. sustained progress; employees are prepared to adapt their thinking

c. and actions so as to accommodate new ideas and methods

8. Interaction - employees show genuine interest in one another; ideas

a. and initiatives are supported and encouraged; they do not fear one

b. another or management and show willingness to support or differ as

c. the situation requires

9. Creativity and innovation – challenging old fashioned rules and

a. regulations are encouraged; to investigate and enquire are integral

b. components of the company culture; there is receptiveness to new

c. ideas and to discovering new ways of doing things

10. Communication - communication is open and stimulating among all;

a. no obstacles to vertical and horizontal communication; employees listen to one

another and are sensitive to situations.

Aspects that impact on employee satisfaction:

There are two important aspects that result from organisational change, which directly

affect employee satisfaction, namely: employee morale and feelings of insecurity and these

aspects will only improve when leading indicators such as clarity of strategic direction is

communicated and a

Stronger sense of leadership emerge (Kets de Vries, 1997:26).

Working environment

According to Love day (1996:10), it is clear that showing employees that their

opinions are valued and acted upon, has a huge impact on satisfaction and motivation.

But you cannot force people to be motivated; motivation only comes through creating

motivating working conditions and surroundings.

Management:

Proper management of change is very important because change well

Managed will stimulate rather than stifle, increase individual participation and creativity,

increase the flow of ideas, attract and retain the best skills and improve employer-employee

relations.

Ten factors can improve employee satisfaction:

Organization development:

• Shared mission or vision: In many organizations, employee doesn’t know what is

mission, vision, objects. Building a corporate culture that requires employees to be an

integral part of the organization will help organization what is opinion of their

employees.

• Feedback programs: These programs

Work itself

You can increase job satisfaction by

• Job rotation

• Job enlargement: knowledge enlargement, task enlargement.

• Job enrichment

Compensation and benefits:

Policies of compensation and benefits are most important part of organization. But

you should build your policies at “suitability” not “the best”.

Appraisal program:

You should build the proper evaluation and fair and encourage employees perform

work.

Relationship with supervisors

Relationship with management is the key factor often happen dissatisfaction of

employees. The company should have policies to:

• Management must be fair treated with staff.

• Ready to help them.

• Full training for staff

• Ready to listen and respond to employee.

Promotions and career development

• Develop programs to promote all titles in the organization

• Develop training programs for employees

• Build programs for career development of each title.

Build corporate culture

• Build channel of communication in organization

• Relationship with coworkers

• Build sharing culture.

Working condition and environment

• Build occupational health and safety program.

Improvement programs of employee satisfaction

. Many organizations just do appraisal of employee satisfaction but not pay attention to role

of monitoring. Build solutions to improve satisfaction. Training all level of management

about the importance of satisfaction and methods to increase satisfaction.

Employees by them self

• Hiring the right employees:

• Clearly defined and communicated employee expectations.

Employee job Satisfaction Is Key to Company Success

Employee’s motivation range from basic pay and benefits to higher levels of

socialization, challenge or escape. To help clarify employee’s primary motivation, consider

the following:

1. Survivalists need the money to survive. Tip to employers their motivation is increased

income.

2. Contributors do not need the money. They work for the satisfaction of contributing to the greater good.

They would probably continue working even if the company could no longer pay them. Their primary

motivation is to make a difference pay them. Their primary motivation is to make a difference.

3. “Fundamentalists work because it is fun. Green is a firm believer in making work fun.

Ask any of her long time employees — some who have been working with her from the time

she started the business 17 years ago. One employee said, “Work is fun.” They truly enjoy

what they do. This employee may be seen skipping around the office and helping others see

the positive side of work. They are motivated by knowing they are a cog in the fun wheel.

Successful business people recognize the varying degrees of motivation. They have learned

to help people reach the upper tier of “fundamentalist. Jensen, who has won numerous

business awards including the prestigious Haworth President’s Circle Award for Quality, said

that she develops a strong reputation and connection with employees which helps her recruit

the best and brightest. And in turn they tell others about the great organization that they work

for. It is good advertising to have happy, committed employees who know they are a valued

team member.

Measuring employee satisfaction:

Employee satisfaction drives customer satisfaction, indirectly creating profit for an

organization. Research on the service-profit chain shows that satisfied employees are far

better than unsatisfied ones at delivering excellent customer service and hence enhancing

customer satisfaction with the organization’s products and services.

Employee satisfaction is also a prerequisite for staff retention. Organizations with

higher staff retention rates are naturally better at retaining knowledge, which can lead to

better performance and profit for the business.

Improved employee satisfaction reduces the cost of staff turnover, builds brand

loyalty with staff and positions the company as an employer of choice that attracts talented

people to the organization.

“Measuring employee satisfaction can yield far more than a measure of morale. The

initiative provides a catalyst for change”.

Measures to improve employee job satisfaction:

Employees are most productive when they feel their contributions are valued and their

feedback is welcomed by management," said Max Messmer, chairman of Accountemps and

author of Motivating Employees for Dummies, in a press release. "The reverse is also true-an

unsupportive atmosphere can lead to reduced performance levels and higher turnover for

businesses."

Mesmer offered managers the following five tips for building better relationships

with their staff:

1. Establish open lines of communication. Schedule one-on-one and team meetings

regularly so staff can contribute to business decisions. Employees want their questions,

concerns and ideas to be heard-when someone on staff has a good suggestion, act on it.

2. Empower them. Show trust in your team by giving them the authority to make decisions.

Be available when needed, but allow your staff flexibility in how they accomplish

business objectives.

3. Stand up for employees. Support your staff when they encounter roadblocks. If someone

on your team makes a mistake, avoid rushing to judgment. Instead, help the person learn

from the situation and take steps to ensure it doesn't happen again.

4. Recognize achievements. Praise employees for their accomplishments and reinforce the

behaviors you would like others to emulate. Low-cost rewards such as an occasional free

lunch or movie passes can be highly motivational.

5. Provide advancement opportunities. In addition to competitive compensation and

benefits, invest in training and development to help employee.

6. Schneider and Bowen (1985) have found that when employees identify of an

organization, they

7. Are less inclined to leave and, furthermore, customers are likely to be more satisfied

with the

8. Service.

In addition to this ‘…when employee turnover is minimized, service values and

norms are more transmitted to newcomers and successive generations of service employees’

(Bowen and Schneider, 1988). Employee satisfaction in internal markets is therefore a

prerequisite to customer satisfaction in external markets. The basic philosophy is that if

management wants its employees to do a great job with customers, then it must be prepared

to do a great job with its employees unhappy employees will make for unhappy customers so

unless employees can be successfully taken care of, the success of the Organization in its

ultimate, external markets, will be jeopardized.

Internal marketing therefore involves creating, developing, and maintaining an

organizational service culture that will lead to the right service personnel performing in the

right way. It tells employees how to respond to new, Unforeseen and even awkward

situations (Schneider, 1986). The service culture has a vital impact on how service-oriented

employees act and thus how welltheyperform their tasks as ‘part-time marketers’ (Bowen and

Schneider, 1988). ‘ When internal customers perform, the likelihood of external customers

continuing to buy is increased’ (Berry, 1981). Lewis (1989) argues that the success of the

http://www.allbusiness.com/human-resources/workforce-management/1077524-1.html

internal marketing concept ultimately lies with management. It is unreasonable to expect

lower level employees to be customer oriented if management is not customer oriented.

What work-related variables determine job satisfaction, An extensive review of the

literature indicates that the more important factors conducive to job satisfaction are mentally

challenging work, equitable rewards, supportive working conditions, and supportive

colleagues.

MENTALLY CHALLENGING WORK Employees tend to prefer jobs that give them

opportunities to use their skills and abilities and offer a variety of tasks, freedom, and

feedback on

How well they are doing. These characteristics make work mentally challenging.

EQUITABLE REWARDS Employees want pay systems and promotion policies that they

perceive as being just, unambiguous, and in line with their expectations. When pay is seen

as fair based on job demands, individual skill level, and community pay standards,

satisfaction is likely to result.

SUPPORTIVE WORKING CONDITIONS Employees are concerned with their work

environment for both personal comfort and facilitating doing a good job. Studies

demonstrate that employees prefer physical surroundings that are not dangerous or

uncomfortable. Additionally, most employees prefer working relatively close to home, in

clean and relatively modern facilities, and With adequate tools and equipment.

SUPPORTIVE COLLEAGUES People get more out of work than merely money or

tangible achievements. For most employees, work also fills the need for social interaction.

Not surprisingly, therefore, having friendly and supportive co-workers leads to increased

job satisfaction. The behavior of one's boss also is a major determinant of satisfaction.

Studies generally find that employee satisfaction is increased when the immediate

supervisor understands and friendly, offers praise for good performance, listens to

employees' opinions, and shows a personal interest in them.

Employee job satisfaction and productivity:

Historically, the concept of human relations assumed that high job satisfaction led to

high productivity, but later research indicated that this was an incorrect assumption satisfied

workers turned out to be either high producers, or low producers or only average producers.

The satisfaction productivity relationship appeared to be quite complex being influenced by

various intermediate factors such as rewards that an employee receives.

The question has been often raised whether job satisfaction leads to performance or

performance leads to job satisfaction. LAWHER and PORTER have developed a model that

suggests that productivity leads to satisfaction.

Model of performance leading to employee job satisfaction:

Performance leads to rewards, and if those are perceived to be equitable satisfaction is

the result.

As the “Myth or Science” box concludes, happy workers are not necessarily productive

workers. At the individual level, the evidence suggests the reverse to be more accurate that

productivity is likely to load to satisfaction.

So while we might not be able to say that a happy worker is more productive, it might

be true that happy organizations are more productive.

Satisfaction and absenteeism:

We find a consistent negative relationship between satisfaction and absenteeism, but

the correlation is moderate usually less than +0.40 while it certainly makes sense that

dissatisfied employees are more likely to miss work, other factors have an impact on the

relationship and reduce the correlation coefficient.These findings are exactly what we would

have expected if satisfaction is negatively correlated with absenteeism.

Performance

Rewards:IntrinsicExtrinsic

Perception ofEquity in

The rewardsSatisfaction

Satisfaction and Turnover:

Satisfaction is also negatively related to turnover, but the correlation is stronger than

what we found for absenteeism. Yet, again, other factors such as labor market conditions,

expectation about alternative job opportunities, and length of tenure with the organization are

important constraints on the actual decision to leave one’s current job.

Therefore, job satisfaction is more important in influencing poor performers to stay than

superior performers. Regardless of level of satisfaction, the latter are more likely to remain

with the organization because the receipt of recognition, praise and other rewards gives them

more reasons for staying.

Relation of employee job satisfaction & productivity:

High

Line A: High Job Satisfaction

Line B: High Satisfaction Productivity

Line C: High Productivity only

Low Productivity High

In practical situations, it is entirely possible to have high productivity with low satisfaction

but if highly doubtful that extremes of the condition can be maintained in the long run.

Employee Job satisfaction and interpersonal interaction:

Interpersonal relationship prevailing in the work group can be viewed as the

environment for the work group which ultimately determines the attitudes, job satisfaction

and motivation of the individual and the group. Interpersonal relationships have, invariably

to develop through interpersonal communication and interaction. If we look at the

probability of mutual feelings of human satisfactions and dissatisfactions based purely on

interpersonal interaction between any two persons in the workgroup or between the leader

supervisor and the subordinates of the group, the broad alternatives will appear.

Satisfying to Self Dissatisfying to Self

Satisfying to Others

Level 1 Level 2 Submission/obedience

Inferiority

Punishment Being

Controlled Disciplined

Rejection / Analysis

Criticisms / Attack

Sympathy

Love

Affection

Agreement

Help

Mutual

Respect

Trust

Acceptance

And

Confidence

based on &

directed

towards

Achievemen

t

Of common

Goal

Dissatisfying to others Superiority Dominance/ Authority, Control, Disciplinary Action, Command

Hatred/ AnimosityAntagonismMisunderstanding Distrust/ SuspensionNeglect

Satisfaction & Dissatisfaction in interpersonal interaction:

1. Where both the self and the others are satisfied which again can be at two levels:

(a) Level 1, which is based on somewhat superficially, socially desirable, mutually nice,

sympathetic and friendly sort of interactions.

(b) Level 2, which is based on somewhat deeper, more purposeful interactions directed

towards achievement of common

(c) Objectives, with mutual respect, trust, and confidence and with acceptance of mutual

strengths and weaknesses.

2. Where self is satisfied but others are dissatisfied.

3. Where the others are satisfied but self is dissatisfied.

4. Where both self and others are dissatisfied.

It must also be borne in mind that job satisfaction is dynamic. Almost like machinery,

which requires proper installation, operation and maintenance, the adequate level of job

satisfaction is required to be achieved, used and maintained .Other wise it can leave more

quickly than it does arrive.

Factors Relating to Employee Job Satisfaction & Dissatisfaction:

Job satisfaction is a complex phenomenon. The nature and extent of factors

contributing to it are not yet fully known. But, a good deal of research studies in various

countries with different cultures which have accumulated by now, have certainly advance our

understanding of the factors.

HERZBERG and his associates explored job satisfaction from a basically dynamic view and

offered an approach to an understanding of motivations to work. They noted important

distinction between two kinds of factors: one group of factors dealt with the nature of job and

the other was related to the environment in which the job was done. One set of factors,

according to them, contributed to satisfaction. They are referred to as intrinsic, job content,

motivators, or satisfiers. Another set of factors contributed to dissatisfaction. They are

termed as extrinsic, job context, hygiene’s, or dissatisfies. The details of two sets of factors

are noted.

Factors in Job Satisfaction Factors in Job Dissatisfaction

Motivation/ Satisfiers Extensive/ job context

Intrinsic/ Job content Hygiene/ dissatisfies.

Achievement Salary

Recognition Working conditions

Work itself Relation with co-employees.

Responsibility Relations with subordinates

Advancement Relations with supervisor

Psychological growth Company policies & practices

Job security

Status Personal life

An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied

but they induce him to produce and perform more in this job. Dissatisfiers do not have that

potency to contribute to job behavior.

Traditional and 2-factor theory views of job satisfaction and dissatisfaction.

SOURCES OF JOB SATISFACTION:

Several job elements contribute to job-satisfaction. The most important amongst them

are wage structure, nature of work. Promotion chance, quality of supervision, work group,

and working conditions.

Wages:

Money is an important instrument in fulfilling one’s needs. And employees often see

pay as refection of managements concern for them.

Nature of work:

Most employees crave intellectual challenges on jobs. They ten to prefer being given

opportunities to use their skills and abilities and being offered variety of tasks, freedom and

feedback on how well they are doing.

Traditional View

Satisfaction

No dissatisfaction

Two factor theory Dissatisfies

No satisfaction Satisfaction

Dissatisfaction

Two-factor theory satisfiers

Dissatisfaction

Promotions:

Promotional opportunities affect job-satisfactions considerably. The desire for

promotion is generally strong among employees on to involves change in job content, pay,

responsibility, independence status and the like. Average employees in a typical government

organization can hope to get two or three promotions in his entire service, though chances of

promotions are better in the private sector.

Supervision:

There is a positive relationship between the quality of supervision and job

satisfaction. Supervisors who established a support personal relationship with subordinates

and take a personal interest in them contribute their employee satisfaction.

Work group:

The work group does serve as a source of satisfaction to individual employees. It does

so primarily by providing group members with opportunities for interaction with each other.

The work group is an even stronger source of satisfaction when members have similar

attitudes and values co-workers with similar attitudes and values can also provide some

confirmation of persons self concept. “We are OK and you are OK”.

Working conditions:

Working conditions that are compatible with an employee’s physical comfort and that

facilitate doing a good job contribute to job satisfaction. Temperature, humbity, ventilation,

lighting, and noise, hours of work, Cleanliness of the work place and adequate tools and

equipment are the features, which effect job-satisfaction.

Values:

Basic Convictions that a specific mode of conduct or end - state of existence is

personally or socially preferable to an opposite or converse mode of conduct or end -state of

existence.

Value system: -

A hierarchy based on a ranking of an individual’s values in terms of their intensity.

Values tend to be relatively Stable and enduring:

Importance of values:

Values are important to the study of organizational behavior because they lay the

foundation for the understanding of attitudes and motivation and because they influence our

perceptions.

Individuals enter an organization with pre-conceived notions of what “Ought” and

what “Ought not” to be. Of course, those notions are not value free. On the contrary, they

contain interpretations of right and wrong. As a result, values cloud objectivity and

nationality.

Values generally influence attitudes and behaviors.

Attitudes:

Attitudes are evaluative statements either favorable or unfavorable concerning

objects, people or events. They reflect how one feels about something. When I say, “I like my

job”, I am expressing my attitude about work.

Attitudes are not the same as values, but the two are interrelated. You can see this by looking

at the three components of an attitude Cognition, affect and behaviors.

The belief that “discrimination is wrong” is a value statement. Such an opinion is the

cognitive component of an attitude. It sets the stage for the more critical part of an attitude its

affective component.

Affect is the emotional or feeling segment of an attitude and is reflected in the

statement “I don’t like Jon because he discriminates against minorities”. Finally, and we will

discuss this issue at considerable length later in this section, affect can lead to behavioral

outcomes.

The behavioral component of an attitude refers to an intention to behave in a certain

way toward someone or something. So, to continue our example, I might choose to avoid Jon

because of my feeling about him.

In organizations, attitudes are important because they affect job behavior. If workers

believe, for example, that superiors, auditors, bosses and time and motion engineers are all in

conspiracy to make employees work harder for the same or less money, then it make sense to

try to understand how there attitudes were formed, their relationship to actual job behavior,

and how they might be changed.

Type of attitudes:

A person can have thousands of attitudes, but Organization behavior focuses our

attention on a very limited number of job-related attitudes. These job-related attitudes tap

positive or negative evaluations that employees hold about aspects of their work

environment. Most of the research in Organization Behavior has been concerned with three

attitudes: job satisfaction, job involvement and organizational commitment.

Job satisfaction:

The term job satisfaction refers to an individual’s general attitude towards his or her

job. A person with a high level of job satisfaction holds positive attitudes towards the job,

while a person who is dissatisfied with his or her job holds negative attitude about the job.

When people speak of employee attitudes, more often than not they mean job satisfaction. In

fact, the two are frequently used interchangeably. Because of the high importance

Organization Behavior researchers have given to job satisfaction.

Job involvement:

The degree, to which a person identifies with his or her job, actively participates in it,

and considers his or her performance important to self worth.

However, it seems to more consistently predict turnover than absenteeism, accounting

for as much as 16% of the Variance in the former.

Organization Commitment:

The third job attitude we shall discuss is organizational commitment, which is defined

as a state in which an employee identifies with a particular organization and its goals, and

wishes to maintain membership in the organization. So, high job involvement means

identifying with one’s employing organization.

Attitudes around the world:

Employees through out the world seem to share similar opinions about working

condition and their workplace needs. That’s the conclusions drawn by a recent survey of

more than 10,000 workers from thirteen industrialized nations, including western Europe,

Japan, Russia, and the unites states.

These employees all identified the same five key attributes for a good job: balance

between work & family work that is interesting, security for the future, good pay, and

enjoyable and friendly Co-workers interesting jobs and the ability to balance work and family

life were rated as most important in every country, except in Russia where pay was the

highest priority.

Survey respondents also emphasized the importance of the potential for advancement

and the opportunity to build job skills. The survey found that more than 33% of the

respondents said they would leave their current jobs for a 10% pay increase. But a striking

44% would change jobs for a position with more potential for advancement and growth.

Cognitive Dissonance theory:

LEON FESTINGER, in the late 1950 s, proposed the theory of cognitive dissonance.

This theory sought to explains the linkage between attitudes and behavior. Dissonance means

an inconsistency. Cognitive dissonance refers to any incompatibility between two or more

attitudes or between behavior and attitudes.

[High rewards accompanying high dissonance tend to reduce the tension inhered in the

dissonance]

Measuring the A-B Relationship:

In the late 1960’s, this assumed relationship between attitudes and behavior (A-B)

was challenged by a review of the research. Based on an evaluation of a number of studies

that investigated the A-B relationship, the reviewer concluded that attitudes were unrelated to

behavior or, at best, only slightly related. More recent research has demonstrated that

attitudes significantly predict future behavior and confirmed FESTINGERS original belief

that the relationship can be enhanced by taking moderating variable into account.

Moderating Variables:

The most powerful moderators have been found to be the importance of their attitude; its

specificity, its accessibility, whether social pressures exist, and whether a person has direct

experience with the attitude.

Finally, the attitude behavior relationship is likely to be much stronger if an attitude

refers to some thing with which the individual has direct personal experience. Asking

College Students with no significant work experience how they would respond to working for

an authoritarian supervisor as far less likely to predict actual behavior as asking that same

question of employees who have worked for such an individual.

Self-perception theory:

Attitudes are used after the fact to make sense out of an action that has already

occurred. This view, called self-perception theory has generated some encouraging findings.

An application: Attitude Surveys:

Eliciting response from employees through questionnaires about how they feel about

their jobs, workgroups, supervisor, and the organization.

Attitudes and workforce diversity:

Managers are increasingly concerned with changing employee attitude to reflect

shifting perspectives a racial, gender and other diversity issues. A Comment to a co-worker

of the opposite sex, which 20-year ago might have been taken as a complement, can today

become a career –limiting episode. As such, organizations are investing in training to help

reshape attitudes of employees.

DATA ANALYSIS AND INTERPRETATION:

1) Are you receiving regular job performance feed back?a) yesb) no

TABLE: 1 Job performance feed back

Sl.no Options Responses Percentage

1 Yes 78 78%

2 No 22 22%

Total 100 100%

Job performance feedback

78%

22%

Yes

No

Interpretation:

From the above table it indicates that 78% of employees are receiving regular job

performance feed back in organization, remaining 22% of employees specified that

the organization need to take regular job performance feedback.

2) Are you satisfied with the company’s employee welfare program?

a) Highly satisfied b) satisfied c) neither or nor

d) Dissatisfied e) highly dissatisfied

Table: 2 employee welfare program

Sl.no options responses Percentage

1 highly satisfied 60 60%

2 satisfied 20 20%

3 neither or nor 5 5%

4 dissatisfied 10 10%

5 highly dissatisfied 5 5%

total 100 100%

employee welfare program

60%20%

5%

10%5% 1 highly satisfied

2 satisfied

3 neither or nor

4 dissatisfied

5 highlydissatisfied

Interpretation:

From the above table it indicates that 80%of the employees said that they are

satisfied with the employee welfare programmes in big bazaar remaining 20% of

employees are to be satisfied with these employee welfare programmes.

Organization should take initiation in conducting good welfare programmes so

that the motivation levels of the people will increase.

3) How do you rate on treating employee problems fairly?a) Excellent b)Very good c)Neutrald) Average e) poor

Table: 3 Treating employee problems fairlySl.no Options Responses Percentage1 Excellent 62 62%2 Very good 18 18%3 Neutral 7 7%4 Average 8 8%5 Poor 5 5%

Total 100 100%

Treating employee problems fairly

62%18%

7%

8%5%

1 Excellent

2 Very good

3 Neutral

4 Ok(average)

5 Poor

Interpretation:

From the above table we observe that 80% of employees felt that they are

treated fairly by the superiors as well as by the organization members and

remaining 20% of employees felt that they are not properly treated by the

organization. The organization should conduct some motivational programmes

in order to remove some of the employee’s misconceptions.

4. Are you satisfied with the employee’s policies at the company?a) Extremely satisfied b) satisfied c) neutral d) dissatisfied e) extremely dissatisfied

Table:4 Employee policies at the companysl. no options Reponses Percentage1 extremely satisfied 54 54%2 satisfied 20 20%3 neutral 6 6%4 dissatisfied 12 12%5 extermely dissatisfied 8 8%

total 100 100%

Employee policies at the company

54%

20%

6%

12%

8% 1 extremelysatisfied

2 satisfied

3 neutral

4 dissatisfied

5 extermelydissatisfied

Interpretation:

From the above graph 74% of respondents satisfied with the employee policies at the

company remaining 6% are neutral and 20% of respondents are dissatisfied.

It is concluded that majority of the respondents are satisfied with the employee

policies which are provided by the organization.

5. Are you satisfied with the salary structure prevailing in your company?

a) extremely satisfiedb) satisfiedc) neutrald) dissatisfiede) extremely dissatisfied

Table: 5 Satisfied with the salary structure sl.no options Reponses Percentage1 extremely satisfied 18 18%2 satisfied 62 62%3 neutral 7 7%4 dissatisfied 13 13%5 extremely dissatisfied 0 0%

total 100 100%

satisfied with the salary structure

18%

62%

7%

13%0% 1 extremely

satisfied

2 satisfied

3 neutral

4 dissatisfied

5 extermelydissatisfied

Interpretation:

From the above given table it indicates that 62% of respondents are satisfied with the

salary structure, 18% of respondents are extremely satisfied, 7% of the respondents

are neutral, 13% of the respondents are dissatisfied that the company offers a salary

structure.

It is concluded thamajority of the respondents felt that they are happy with the salary

paid by the organization but some other respondents they felt neutral and dissatisfied.

6. How do you rate the safety & health standard of the company?a) Excellentb) Very goodc) Poord) Average e) Worst

Table: 6 Rate the safety&health standard

Sl.no Options Responses Percentage1 Excellent 8 8%2 Very good 42 42%3 Poor 18 18%4 Ok(average) 30 30%5 Worst 2 2%

Total 100 100

Rate the safety&health standard

8%

42%

18%

30%

2%

1 Excellent

2 Very good

3 Poor

4 Ok(average)

5 Worst

Interpretation:

From the above table and graph it is found that out of 100 respondents50% of

respondents said that good about the safety and health standard of the company

remaining respondents felt that it is poor and average and worst.

For these it is concluded that half of the respondents they need high rate of the safety

and health standard of the company.

7) How much important to you is the recognition you receive from the company?

a) very importantb) importantc) unimportantd) very unimportante) neutral

Table:7 Recognitionsl no options Responses percentage1 very important 55 55%2 important 35 35%3 neutral 10 10%4 unimportant 0 0%5 very unimportant 0 0%

Total 100 100%

recognition

55%35%

10%

0%

0%

1 very important

2 important

3 neutral

4 unimportant

5 very unimportant

Interpretation:

From the above given graph it indicates that 55% of respondents are giving very

importance towards the recognition and 35% of respondents are giving

importance remaining 10% respondents are neutral towards the recognition.

It is concluded that most of the employees have expressive very importance

towards recognition be showed on them by the organization.

8) How much are you satisfied with your position in this company?

a) highly satisfied b) satisfiedc) neither or nord) dissatisfiede) highly dissatisfied

Table:8 Satisfied with your positionSl.no Options Responses Percentage1 highly satisfied 20 20%2 Satisfied 30 30%3 neither or nor 10 10%4 Dissatisfied 30 30%5 highly dissatisfied 10 10%

Total 100 100%

satisfied with your position

20%

30%

10%

30%

10%1 highly satisfied

2 satisfied

3 neither or nor

4 dissatisfied


Interpretation:

From the above table we found 20% of the respondents are highly satisfied with their

position in the company and 30% of respondents are satisfied 10% are neither or nor

40% of respondents are dissatisfied with their position.

It is concluded half percentage of the employees felt satisfied with their position and

other employees they dissatisfied with their position.

9. Are you satisfied with the vision and values of management? Highly satisfied satisfied neither or nor dissatisfied highly dissatisfied

Table 9: vision and values of managementsl.no options Responses Percentage1 Highly satisfied 18 18%2 Satisfied 62 62%3 Neither or nor 8 8%4 Dissatisfied 12 12%5 Highly dissatisfied 0 0%

Total 100 100%

vision and values of management

18%

62%

8%

12% 0% 1 Highly satisfied

2 Satisfied

3 Neither or nor

4 Dissatisfied

5 Highlydissatisfied

Interpretation:

From the above table it is found that out of 100 respondents 62% of the

respondents satisfied with the vision&values of management, 18% of the

respondents are highly satisfied, 8% of the respondents are neither or nor,12% of

the respondents are dissatisfied with the vision&values of management.

It is concluded that the majority of the respondents satisfied that they have clarity

regarding vision & values of the organization

10. How do you feel about your work load?

A) RelaxedB) NormalC) Burdened

Table: 10 Opinion on work loadsl no Options responses percentage

1 Relaxed 28 28%2 Normal 58 58%3 Burdened 14 14%

Total 100 100%

opinion on workload

28%

58%

14%

1 Relaxed

2 Normal

3 Burdened

Interpretation:

From the above table it indicates that 28% of the respondents felt relaxed, 58% are

felt normal, and remaining 14% of the respondents felt the work is burdened for them.

It is concluded that most of the respondents felt it is good for them.

11. How much important to you is the training & development provided by the company?

a) very importantb) importantc) unimportantd) very unimportante) neutral

Table:11 Training & development

sl no options responses Percentage1 very important 20 20%2 important 60 60%3 neutral 10 10%4 unimportant 10 10%5 very unimportant 0 0%

Total 100 100%

Training& development

20%

60%

10%

10% 0%1 very important

2 important

3 neutral

4 unimportant

5 veryunimportant

Interpretation:

From the above given table indicates that 80% of respondents are given more

importance on training & development provided by the company,10% are

neutral, 10% of respondents are not given importance.

It is concluded that most of the respondents given significance to training &

development.

12: career plan and growth opportunities in this organization?

sl.no options Responses percentage1 highly satisfied 52 52%2 satisfied 20 20%3 neither or nor 12 12%4 dissatisfied 11 11%5 highly dissatisfied 5 5%

total 100 100%

career plan and growth opportunities

52%

20%

12%

11%5%

1 highly satisfied

2 satisfied

3 neither or nor

4 dissatisfied

5 highly dissatisfied

Interpretation:

From the above given graph it indicates that 72% of the respondents have expressed

satisfaction towards existing career plan & growth opportunities in big bazaar,12%

are neutral, remaining employees are dissatisfied.

It is concluded that most of the respondents are satisfied of career plan & growth

opportunities in big bazaar.

13) Are you receiving cooperation from all other departments?

a) yesb) no

Table:13 Cooperation

sl.no options responses Percentage1 Yes 65 65%

2 No 35 35%

Total 100 100%

cooperation

65%

35%

1 yes

2 no

Interpretation:

o From the above given graph indicates that 65% of employees are receiving

cooperation from all other departments remaining 35% of employees are not

receiving cooperation from all other departments.

14) What is your level of understanding of the company’s quality management system?

a) high b) moderate c) low

Table: 14 level of understandingsl no Options Responses percentage1 high 40 40%2 Moderate 43 43%

3 Low 17 17%Total 100 100%

Quality management system

40%

43%

17%

1 high

2 Moderate

3 Low

Interpretation:

From the above given table confined that 40% of respondents are satisfied

with the company’s quality management system, 43% are moderate,17% are

less satisfied with the company’s quality management system.

It is concluded that most of the respondents are satisfied with the company’s

quality management system.

15) Management provides any reward to your work effort if any Are you satisfied with these rewards?

highly satisfied satisfied neither or nor dissatisfied highly dissatisfied

Table 15 satisfied with the reward system

Sl.no Options Responses Percentage1 highly satisfied 25 25%2 Satisfied 46 46%3 neither or nor 10 10%4 dissatisfied 19 19%5 highly dissatisfied 0 0%

Total 100 100%

satisfied with the reward system

25%

46%

10%

19%0% 1 highly satisfied

2 satisfied

3 neither or nor

4 dissatisfied


Interpretation:

From the above given table and graph indicates that 71% of the respondents

are satisfied with the reward system which are provided by the company, 10%

of the respondents are neutral, 19% of the respondents are dissatisfied with the

reward system.

It is concluded that most of the respondents are satisfied with the reward

system.

16) Do you agree the environment is suitable for developing your self esteem?

Strongly agree Agree Neutral Disagree Strongly disagree

Table 16: agrees the environment is suitable for developing your self esteem

Sl.no options Responses percentage1 Strongly agree 63 63%2 Agree 17 17%3 Neutral 18 18%4 Disagree 2 2%5 Strongly disagree 0 0%

total 100 100%

self esteem

63%17%

18%

2%

0%1 Strongly agree

2 Agree

3 Neutral

4 Disagree

5 Stronglydisagree

Interpretation:

From the above given graph indicates 80% of the employees agree the organization

environment is suitable for developing their self esteem remaining are neutral and

disagree.

17) Are you satisfied with appraisal system in your organization?

Highly satisfied satisfied neither or nor

dissatisfied highly dissatisfied

Table17: Appraisal system

Sl.no Options Responses Percentage1 Highly satisfied 32 32%2 Satisfied 31 31%3 Neither or nor 10 10%4 Dissatisfied 27 27%5 Highly dissatisfied 0 0%

Total 100 100%

Appraisal system

32%

31%

10%

27%

0%

1 highly satisfied

2 satisfied

3 neither or nor

4 dissatisfied

5 highly dissatisfied

Interpretation:

o From the above table and graph it indicates that out of 100 respondents 63% of

respondents are satisfied with the appraisal system of the company, 27% of

respondents are dissatisfied, 10% of respondents are neutral. It is concluded that

some of the respondents need to satisfy with the appraisal system of the company.

18) What do you feel about duty timing?

a) Convenient b) Inconvenient

Table 18: Opinion on convenience of scheduled duty timings

sl.no options responses Percentage1 Convenient 65 65%2 Inconvenient 35 35%

Total 100 100%

Duty timings

65%

35%

1 Convenient

2 Inconvenient

Interpretation:

From the above given table indicates that 65% of respondents felt duty timings

schedule is convenient remaining 35% of respondents felt duty timings schedule is

inconvenient.

FINDINGS:

The following details can be inferred after analyzing the sample size of 100

Respondents of

Big bazaar by questionnaire method to find out the Employee Job Satisfaction

50% of the respondents agree that they are satisfied with their job.

85% of the employees observed that the duty timing schedule is convenient.

Majority of the respondents feel that their happy with the salary/perk structure paid by

the organization.

Most of the employees have expressed satisfaction towards the recognition showed on

them by the organization.

Majority of the respondents agreed that they have clarity regarding vision & values of

the organization.

Majority of the respondents have expressed satisfaction towards existing career plan

and growth opportunities in the organization.

Most of the respondents agree that the environment is suitable

Majority of the respondents remain undecided regarding management safe guarding

them during risky situation.

SUGGESTIONS:

1. Organization should try to maintain the same level of satisfaction among employees through

better recognition & reward system mechanism.

2. The organization may further try to create healthy competitive environment through

its

3. Programs like employee meeting.

a. Organization may go for facilitating the security for the employees and create

awareness

4. About the safety measures provided by the company

5. For improving the employees problem solving abilities company HR Manager has to

take Training sessions through the Case study Methods.

6. Company has to provide some more packages like Target achieve incentives, Cash

Awards.

7. Company has to give the salaries through their performances and provide better

positions to best workers.

8. Mainly company has to decentralize the authority to take decisions for better growth

and Provide all above mentioned benefits to the employees.

CONCLUSION

This project was aimed to prepare a written document of the job satisfaction for the

employees of Big bazaar. This project helps to understand the job satisfaction implemented in

the organization.

Organization needs to satisfy the employees who make better contribution to

production, quality and productivity.

The employees should be given reasonable autonomy for their job. This makes them

feel more responsible and challenging and work hard for achieving it.there exists a

strong bond among the employees, which helps them to work as team and make group

accomplishments.

As they have many clients there should be transfer of employees after the project

completion to another project that is the change of the topics as the training classes

are given to everyone. Training classes helps the employees to remember the

languages and so it will not be difficult to them when there will be the transfer of the

project.

Communication is very good between the employees. They share their ideas, views

and help the juniors when they have any doubts regarding their tasks. They have

outings, centurion meets and many recreation programmes just to re-energize their

employees before they are assigned into other project.

There is high employee retention in the organization. The employees are looking out

for better opportunities and so there is continuous process of appointments in the

organization the management is taking necessary steps to keep their employees

satisfied.

QUESTIONNAIRE

1) Are you receiving regular job performance feed back?

a) Yes b)no

2) Are you satisfied with the company’s employee welfare program?

a)highly satisfied b) satisfied c) neither or nor

d)dissatisfied e) highly dissatisfied

3) How do you rate on treating employee problems fairly?

a) Excellent b) Very good c) Neutral

d) Average e) Poor

4). Are you satisfied with the employee’s policies at the company?

a) Extremely satisfied b) satisfied c) neutral

d) Dissatisfied e) extremely dissatisfied

5). Are you satisfied with the salary structure prevailing in your company?

a) Extremely satisfied b) satisfied c) neutral

d) Dissatisfied e) extremely dissatisfied

6). How do you rate the safety health standard of the company?

a) Excellent b) Very good c) Neutral

d) Average e) Poor

7) How much important to you is the recognition you receive from the company?

a) very important b) important c) unimportant

d) very unimportant e) Neutral

8) How much are you satisfied with your position in this company?

a)Highly satisfied b)satisfied c)neither or nor

d)dissatisfied e)highly dissatisfied

9). Are you satisfied with the vision and values of management?



10). How do you feel about your work load?

a) Relaxed b) Normal c) Burdened

11). How much important to you is the training & development provided by the

company?

a) Very important b) Important c) Unimportant

d) Very unimportant e) neutral

12). How far you satisfied with existing career plan and growth opportunities in this

organization?

a) Highly satisfied b) satisfied c) neither or nor

d) Dissatisfied e) highly dissatisfied

13) Are you receiving cooperation from all other departments?

a) Yes b) no

14) What is your level of understanding of the company’s quality management

system?

a) High b) moderate c) low

15) Management provides any reward to your work effort if any

Are you satisfied with these rewards?



16) Do you agree the environment is suitable for developing your self esteem?

a) Strongly agree b) Agree c) Neutral

d) Disagree e) strongly disagree

17) Are you satisfied with appraisal system in your organization?



18) What do you feel about duty timing?

a) Convenient b) Inconvenient

BIBLIOGRAPHY

Name of the author : Name of the book

K. Aswathappa : Human Resource Management

P.Subbarao : Human Resource & Personnel Management

Stephen P Robinson : Human Resource & Personnel Management

Dassler : Human Resource Management

Web Sites:

www.humanresources.hrvinet.com

www.allbusiness.com

www.futuregroup.com

www.ask.com

http://www.futuregroup.com/

http://www.allbusiness.com/

Date post:	11-Dec-2015
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Employee Job Satisfaction - Big Bazar_ashok

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