Akash A

CHAPTER 1
INTRODUCTION
INTRODUCTION TO HUMAN RESOURCE MANAGAEMENT:

Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of management and providing direction for the people who work in the organization.
HRM can also be performed by line managers.
HRM is the organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development, safety, wellness,
benefits, employee motivation, communication, administration and training.
HRM is also a strategic and comprehensive approach to managing people and the workplace
culture and environment. Effective HRM enables employees to contribute effectively and
productively to the overall company direction and the accomplishment of the organization goals
and objective.
HRM is moving away from traditional personnel, administration, and transactional roles, which
are increasingly outsourced. HRM is now expected to add value to the strategic utilization of
employees and that employee programs impact the business in measurable ways. The new role of
HRM involves strategic direction and HRM metrics and measurements to demonstrate value.
DEFINATION
It is a function in organizations designed to maximize employee performance in service of an

employer's strategic objectives. HR is primarily concerned with the management of people
within organizations, focusing on policies and systems.
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A STUDY ON EMPLOYEES JOB SATISFACTION AT BIG BAZAAR
The process of hiring and developing employees so that they become more valuable to the
organization.
According to Edward Filipe. Human Resource management is the planning, organizing,

directing and controlling of the procurement, development, compensation, integration,
maintenance and separation of human resources to the end that individual, organizational
and societal objectives are accomplished.
Human resource management (HRM) is a management function that helps managers

recruit, select, train and develop organization members some definition worth quoting. HRM
is concerned with the people dimension in management, since every organization is made up
of people, acquiring their services, developing their skills, mortaring them to high levels of
performance and ensuring that they continue to maintain their commitment to the
organization are essential to achieving organization objectives.
This is true, regardless of the type of organization government, business, education, health,
recreation or social action.
A more popular definition quoted in any book on human resource / personnel management,
is the one given by Edwin. B. Clippa. According to him Human Resource Management is
planning, organizing, directing and controlling of procurement, development, compensation,
integration, maintenance and separation of human resource to the end that individual,
organizations and social objectives are accomplished.
The human resource management refers to a set of programs, function and activities
designed a carried out in order to maximize both employees as well as organizational
effectiveness.
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HRM require a package of measure including employees involvement, relating pay to

performance, call with selection & training and fair treatment of employees; and detailing of
personal matters with other company polices such as production, marketing and sales. Many
organizations very few provide the whole package- so fully fudged HRM remains on casual
management style.
HRM is not confined to any one sector. Companies operating HRM polices include
McDonalds and some public sector organization, such a British gas, inching their way
towards the style.
There a r e three basic styles of employees management relations. Additionally, collective

ball gaining. Where pay and condition of employees are negotiated jointly between
management and a union has been the norm, but coverage of such collection has been
crumbling across the world secondly, in place of collective BAL organization operate strong
or weak forms of HRM. However, even more places are authorization the third basic style -
Characterized by managerial pre reactive with no trade union & no HRM.
Three questions arise in calculating HRM-has it been implemented? Can union services in
HRM organization? What input has HRM had on company performance? The various
elements of HRM. Employees involvement, contingent pay, emphasis on staff selection and
development are perceive but they are usually introducing rice meal rather than as a package.
Indeed unionized work places are more likely to have two ways communication method and
profit - sharing schemes than non-workplaces. Any role for union would be, where the full
package exist, radically different from that under tradition collective belonging for example
management would communicate directly with employees rather than via the union; ray
would not be determined collectively but individually. This suggests a difficult time for union
in fully Fudge HRM c o m p a n i e s . Where there is no union the collective representation
of employees - as against consulting with individual becomes an

important question. Some EV countries have works conatus where labour and management
meet, sometimes just for communication, but in some3 countries to discuss for example,
investment strategy and introduction of new technology, there is evidence that these works
council have a natural or being effect on company performance.
.
EVOLUTION AND DEVELOPMENT OF HRM
The history of development of Personnel management in India is comparatively of recent
origin. But Kautilya as early as 400 BC had dealt with some of the aspects of human resource
management in his Arthasatra. Government in those days adopted HRM as suggested but
Kautilya. In its modern sense it has developed only since independence. Though the
importance of labour officers was recognized as early as 1929, the appointment of officers to
solve labour and welfare problems gained momentum only after the enactment of Factories
Act 1948. At the beginning government was concerned only with limited aspects of labour
welfare. The earliest labour legislation in India dealt with certain aspects of Indian laborers
sent to various British colonies in 1830.
Emphasis on Human Resource Development (HRD), cultural diversity, teamwork and
participative management has been continuing. Further, the emerging areas are total quality
management in HRM, empowering the employees and developing empowered teams and
integrating HRM with strategic management as top management realized that HRM is the
core of competencies of the 21st century corporations.
NATURE OF HRM:
Human resource management is concerned with human begins in an organization. It reflects
a new philosophy, a new outlook, approach, and strategy which view organizations
manpower as its resource and assets and as liabilities or more hands. Resource is the man,
which can be drawn on. They are collectives means for production, supports and defense, as
well as a source of strength and aid, Human
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resource is human wealth or means that can be dream on. Human capital or manpower
resources of a company can be treated as its human resources; it can otherwise be understood
as the resourcefulness of the human being or people available for our organization. Human
resource management is process of managing the people of an organization with human
approach. Human approach to manpower enables the manager to view his people as an
important resource. It is a benevolent approach to develop & effectively utilize the manpower
not only for benefit of the organization but growth, development and self-satisfaction of the
concern people.
FEATURES OF HUMAN RESOURCES MANAGEMENT

1. It is a continuous process:
First, it is a process as there are number of functions to be performed in a series, beginning with
human resource planning to recruitment to selection, to training to performance appraisal.
To be specific, the HRM process includes acquisition (HR planning, recruitment, selection,
placement, socialization), development (training and development, and career development),
utilization (job design, motivation, performance appraisal and reward management), and
maintenance (labor relations, employee discipline, grievance handling, welfare, and termination).
Second, it is continuous, because HRM is a never-ending process.
2. Universal Application
HRM is a universal function in the sense that it is applicable in all types of organizations. The
principles and practices are applied irrespective of size, nature, scope and purpose of the
organization.
3. Focus on objectives
The three main objectives HRM has to achieve are:-
1. Individual objectives of the staff.

1. Group or departmental objectives.

2. Organizational objectives
4. Integrated use of subsystems
HRM involves the integrated use of sub-systems such as training and development, career
development, organizational development performance appraisal, potential appraisal, etc. all
these subsystems increase the efficiency of the staff and bring success to the organization.
5. Multidisciplinary
HRM is multidisciplinary. That is, it uses many different subjects such as psychology,
communication, philosophy, sociology, management, education, etc.
6. HRM as a process
HRM is a process of four functions:-
1. Acquisition of human resources

This function includes human resource planning, recruitment selection, placement and
induction of staff.
2. Development of human resources

This function includes training and development and career development. This knowledge,
skills, attitude and social behavior of the staff are developed.
3. Motivation of human resource

This unction includes giving recognition and rewards to the staff. It also includes
performance appraisal and handling the problems of staff.

1. Maintenance of human resources

This function includes providing the best working conditions for employees. It also looks
after the health and safety of the staff.
7. Long term benefits

HRM brings name long term benefits to the individuals, the organization and the society. It
gives many financial and non-financial benefits to the staff. It improves the image and profits
of the organization. It also provides a regular supply of good quality goods and services at
reasonable prices to the society.
8. Key elements for solving problems

Today, we have rapid technologies of the staff by giving them training and development. This
will make the staff more efficient, and it will give them more job satisfaction.
9. Develop staff potentialities

HRM develops the potentialities of the staff by giving them training and development. This
will make the staff more efficient, and it will give them more job satisfaction.
10. Develops team spirit
HRM tries to develop the team spirit of the full organization. Team spirit helps the staff to work
together for achieving the objectives of the organization.
SCOPE OF HUMAN RESOURCE MANAGEMENT
The scope of Human Resource Management is discussed below:-
1. Human Resource Planning

HRP estimates the manpower demand and manpower supply of the organization. It compares the
manpower demand and manpower supply. If here is manpower surplus then it gives voluntary
retirement, lay-off, etc. to some employees. If there is manpower shortage then it hires
employees from outside, gives promotion to employees, etc.
2. Acquisition Function
Acquisition function includes Human Resource Planning, Recruitment, Selection, Placement and
Induction of employees, HRM uses the scientific selection procedure for selecting the right man
for the right post. The right man is given proper placement and induction.
3. Placement Function
HRM also performs the placement function. Placement is done after the selection of employees.
It means to put the right man in the right place of work. Proper placement gives job satisfaction
to the employees, and it increases the efficiency.
4. Performance Appraisal
HRM also conducts a performance appraisal. Performance appraisal is a systematic and periodic
process that assesses an individual evaluation of the employees performance at work. They are
employed to determine training, promotion etc. It informs the employees about their strengths
and weakness. It also advices them about how to increase their strengths and remove their
weaknesses.
5. Career development
HRM also helps the employees in planning and developing their careers. It informs them about
future promotions and how to get these promotions. It helps them to grow and develop in the
organization.

6. Training and Development
HRM also provides training and development to the employees. Training means to increase the
knowledge and skills of the employees for doing a particular job. Training given to managers is
called development.
7. Quality of Work Life (QWL)
HRM also includes Quality of Work Life. QWL is a technique for improving productivity and
quality of work. It involves labor management co-operation, collective bargaining and
participative management
QWL provides good working conditions, job security, good pay and other facilities such as
flexible working hours, freedom to suggest changes or improvements, etc. QWL creates a sense
of belonging. This benefits the organization as well as the individual employees.
8. Employees Welfare
HRM provides employees welfare. Welfare measures include paid holidays, medical insurance,
canteen facilities, recreation facilities; restroom, transport facilities, drinking facilities, seating
facilities, pension etc. are provided. Proper and timely welfare facilities motivate the employees
to work hard in the organization.
9. Compensation Function
Employees must be rewarded and recognized for their performance. HRM makes proper
compensation packages for the employees. These packages motivate the employees and increase
their morale. Rewards are given to individuals, and teams. The rewards may be in the form of
higher pay, bonus, other monetary incentives and non-monetary incentives such as a certificate
of appreciation etc.

10. Labor relations
HRM is also includes industrial relations. It includes union management relations, joint
consultations, negotiating, collective bargaining, grievance handling, disciplinary actions,
settlement of industrial disputes etc. Good relationship with labor helps to maintain loyalty,
effective and efficient, and productive works from the workers as expecting by employers.
CHARACTERISTICS OF HRM:
HRM as a restatement of existing personnel practice. It is possible to view this first
standpoint as a basic but natural reaction to a new and somewhat threatening reformulation of
traditional functions. This is, perhaps, an understandable skepticism that HRM can, or ever
could, live up to the wider claims of its ability to totally transform the employment
relationship that some of the inherent problems of managing a volatile set of employee issue
can be resolved more satisfactorily then by approaches that have grown one of the historical
development of Personnel Management. For many practitioners the notion that their roles
and functions can be seemed in anything other than a highly pragmatic light is no more
wishful thinking; there is an important, if straightforward, task of recruiting, selecting,
rewarding, managing and developing employees that must be carried out as efficiently as
possible. In this sense, HRM might be viewed as no more than another trend in the logline of
management.
CONCEPT OF HRM
Human resources are considered as a very important asset of any organization. Other
organizations are of no avail without human resources. They can be made more effective and
purposeful. There is no limit in their abilities and their abilities can be continuously improved
with training, skills, attitude and machines.
Concepts of HRM are as follows:-

Men or personnel can do many wonderful things and take up any challenge

Necessary climate can be created to increase their efficiency.

Environment and their liberties can be increased to create a congenial atmosphere
They can be trained to do
OBJECTIVES OF HRM
To create and utilize an able and motivated workforce, to accomplish the basic organization
goals
To secure the integration of individual or groups within the organization by co-ordination of
the individual and group goals with those of the organization.
To establish and maintain sound organizational structure and desirable working relationships
among all the members of the organization.
To attain an effective utilization of human resources in the achievement of organizational
To maintain high employees morale and sound human relations by sustaining and improving
the various conditions and facilities.
To identify and satisfy individual and group needs by providing adequate and equitable
wages, incentives, employee benefits and social security.
To provide facilities and conditions of work and creation of favorable atmosphere for
maintaining stability of employment.
The primary objective of HRM is to ensure the availability of a competent and willing work
force to an organization. Specifically four HRM objectives are there:
Societal Objectives
To be ethically and socially responsible to the needs and challenges of the society while
minimizing the negative impact of such demands upon the organization. The failure of
organizations to use their resources for the societys benefit in ethical ways leads to various
restrictions.

Organizational Objectives:
To recognize the role of HRM in bringing about organizational effectiveness. HRM is a
means to assist the organization with its primary Objectives.
Functional Objectives:
To maintain the departments contribution at a level appropriate to the organizations
needs. Resources are wasted when HRM is either more or less sophisticated to suit the
organizations demands.
Personal Objectives
To assist employees in achieving their personal goals, at least in so far as these goals
enhance the individuals contribution to the organization. Personal objectives of
employees must be met if workers are to be maintained, retained and motivated.
INTRODUCTION TO JOB SATISFACTION
Job satisfaction describes how content an individual is with his or her job. It is a relatively recent
term since in previous centuries the jobs available to a particular person were often
predetermined by the occupation of that persons parent. There are a variety of factors that can
influence a persons level of job satisfaction. Some of these factors include the level of pay and
benefits, the perceived fairness of the promotion system within a company, the quality of the
working conditions, leadership and social relationship, the job itself (the variety of tasks
involved, the interest and challenge the job generates, and the clarity of the job
description/requirements

DEFINATION
Job satisfaction is defined as the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs (Spectra, 1997, p. 2). This definition suggests job satisfaction is a
general or global affective reaction that individuals hold about their jobs. While researchers and
practitioners most often measure global job satisfaction, there is also interest in measuring
different facets or dimensions of satisfaction. Examination of these facet conditions is often
for more careful examination of employee satisfaction with critical job factors. Traditional job
satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and
benefits. (Williams).
This definition suggests that we are from attitudes towards our jobs by taking into account our
feelings, our benefits, and our behaviors.
CONCEPT OF JOB SATISFACTION
There are so many definitions regarding job satisfaction. It is also a fact that job satisfaction is
nothing but the favorable attitude or high industrial morale. But job satisfaction is an elaborate
composite concept including individual mental disposition, interpersonal relations that exists in
the industry .it, may be defined as the satisfaction where in one derives morale and the positive
job related and even social factors.
Job satisfaction is an important factor in industrial environment. The satisfied workers produce
more the industrial climate is relatively smooth n conductive. The satisfied workers are creative
and innovative.
The factors that contribute to the positive morale and attitude also result in higher degree of job
satisfaction.
The important factors contribute to the higher level of job satisfaction.
Challenging and responsible job.

Numerous promotional opportunities.
Impartial treatment by the management.

Creativity and innovative ideas of job security.

Attractive salary and perks.
Freedom in work situation.
Participative management.
Welfare facilities like medical, uniform, canteen etc.
Spontaneous TOP TO BOTTOM and BOTTOM TO TOP communication pattern.
DETERMINANTS OF JOB SATISFACTION
Job satisfaction is a multi-variable and indescribable concept. There are number of factors that
influence job satisfaction of employees. These factors can be classified into two categories. They
are
1. Organizational and
2. Personal variables
1. The Organizational Determinants
The employees spend major part of their time in organization so there are number of
organizational factors that determine job satisfaction of the employees. The job satisfaction in the
organizations can be increased by organizing and managing the organizational factors. The
organization determinants of job satisfaction are as follows:-
Wages: Wages can be described as the amount of reward that a worker expects from d job.
Wages are an instrument of fulfilling the needs as every worker expects to get an appropriate
reward.
The wages are supposed to be fair, reasonable and equitable. A feeling of job satisfaction is felt
by attaining fair and equitable rewards.
Nature of Work: The nature of work has significant impact on the job satisfaction. Job
satisfaction is highly influenced by the nature of work. Employees are satisfied with job that
involves intelligence, skills, abilities, challenges and scope for greater

freedom. Job dissatisfaction arises with a feeling of boredom, poor variety of tasks,
frustration and failures.
Working Conditions: Employees are highly motivated with good working conditions as
they provide a feeling of safety, comfort and motivation. On contrary, poor working
conditions brings out a fear of bad health in employees.
2. The Personal Determinant

Personal determinants also help lot in maintaining the motivation and personal factors of the
employees to work effectively and effectively and efficiently. Job satisfaction can be related
to psychological factors and so numbers of personal factors determine the job satisfaction of
the employees. They are as follows:-
Personality: The personality of an individual can be determined by observing his individual
psychological conditions. The factors that determine the satisfaction of individuals and his
psychological conditions is perception, attitudes and learning
Age: Age can describe as a noteworthy determinant of job satisfaction. It is because younger
age employees possessing higher energy levels are likely to be having more job satisfaction.
In order age, the aspiration levels in employees increase. They feel completely dissatisfied in
a state where they are unable to find their aspiration fulfilled.
Education: Education plays a significant determinant of job satisfaction as it provides an
opportunity for developing ones personality. Education develops and improvises individual
wisdom and evaluation process. The highly educated employees can understand the situation
and asses it positively as they possess persistence, rationality and thinking power.

JOB SATISFACTION FACTORS
There are six factors that influence job satisfaction. When these six factors were high, job
satisfaction was high. When the six satisfactions were low, job satisfaction was low. These
factors are similar to what we have found in other organizations.
Opportunity:
Employees are more satisfied when they have challenging opportunities at work. This includes
chances to participate in interesting projects, jobs with a satisfying degree of challenge and
opportunities for increased responsibility. Important: this is not simply
promotional opportunity. As organizations have become flatter, promotions can be rare. People
have found challenge through projects, team leadership, special assignments- as well as
promotions.
Stress:
When negative stress is continuously high, job satisfaction is low. Jobs are more stressful if they
interfere with employees personal lives or are a continuing source of worry or concern.
Leadership:
Employees are more satisfied when their managers are good leaders. This includes motivating
employees to do a good job, striving for excellence or just taking action.
Work Standards:
Employees are more satisfied when their entire workgroup takes pride in the quality of its work.
Fair Rewards:

Employees are more satisfied when they feel they are rewarded fairly for the work they do.
Consider employee responsibilities, the effort they have put forth, the work they have done well
and the demands of their jobs.
Adequate Authority:
Employees are more satisfied when they have adequate freedom and authority to do their jobs.
Each measuring job satisfaction in reporting the international level data sources regarding job
satisfaction; three main surveys were identified and have already been mentioned. In the research
context, these are the most common data sources used.
National Level Surveys:
The information provided by the national contributions to this comparative analytical report
makes it possible to catalogue the available national representative data sources that address job
satisfaction. Based on each national survey, it appears that job satisfaction is an issue that has
only recently been assessed by nationally representative surveys. Most of the surveys addressing
the job satisfaction issue were implemented for the first time in 1990 or later.
Survey Questions:
Job satisfaction is measured in many different ways in the national surveys, with a variety of
questions and wordings. There is no consensus about the best or standard way to measure job
satisfaction.

PERFORMANCE APPRAISAL
Performance Appraisal is the systematic evaluation of the performance of employees and to

understand the abilities of a person for further growth and development. The following are the
types of performance appraisal:-
1. Individual Appraisal Method
Under this classification, the employee's performance in the given period is studied. Common
forms of these are Annual Confidential Reports (ACR), Essay Evaluation, Management by
Objectives (MBO) and Check list methods. These forms only study the employee's strengths and
weaknesses in performance.
2. Confidential Reports
This is perhaps the oldest technique. This is a report prepared by the employee's senior wherein
he highlights the subordinate's strengths and weaknesses of performance in the past year. The
inherent flaw here is that the feedback on the report prepared is not provided to the employee for
whom this has been written because every report is kept confidential.
3. Critical Incident and Check List Method
In this method, the superiors study and analyze the subordinate's best and worst incidents of
behavior in the past year. That is the most critical incidents are analyzed.
In the Checklist Technique, the supervisor is given a paper that has a set of statements that are
expressive and purposive in nature, and the answers to which are "Yes" or "No." The usual and
typical questions are whether or not the performance was satisfactory and whether or not the
standards.

4. Multiple Persons Appraisal Method
This type compares the performances of all employees in a particular department. They are pitted
against one another to see who has been the best performer and who has been the worst.
Ranking, Paired Comparison, Forced Distribution, Performance Tests and 360-Degree Appraisal
Techniques are all examples of Multiple Person Appraisal method.
5. 360 Degree Appraisal Method

All 360 degrees of the employee's working and working style are analyzed but involve the whole
circle of individuals with whom the employee interacts for work. This feedback is then passed
onto the employee to increase productivity.
6. Paired Comparison Method

The superior compares each individual to all the other individuals working in his team. The
subordinates are all ranked on the basis of criteria and traits analyzed. The comparison system
could be from the best to the worst or the worst to best.
7. Management by Objectives (MBO)
In this method, the emphasis is on tangible and measurable goals. The key results areas (KRA)
and the means to attain maximum results are concentrated upon. Here, the superior lets her team
know the KRAs and the results expected at the end of the year. Also, the work is delegated, and
the authority responsibility relationship is defined.

INDUSTRIAL PROFILE
PART-B
INTRODUCTION ABOUT RETAILING
Retailing is emerging as a sunrise industry in India and is presently the largest employer after
agriculture. In the year 2004, the size of Indian organized retail industry was Rs 28,000 Cores,
which was only 3% of the total retailing market. Retailing in its present form started in the latter
half of 20 Century in USA and Europe and today constitutes 20% of US GDP. It is the 3 largest
employer segments in USA. Organized retailing in India is projected to grow at the rate of 25%-
30% p.a. and is estimated to reach an astounding Rs 1, 00,000 Crores by 2010. The contribution
of organized retail is expected to rise from 3% to 9% by the end of the decade. The projection for
the current year i.e.; 2005 is Rs 35,000 Crores. In India, it has been found out that the top 6 cities
contribute for 66% of total organized retailing. With the metros already been exploited, the focus
has now been shifted towards the tier-II cities**. The 'retail boom', 85% of which has so far been
concentrated in the metros is beginning to percolate down to these smaller cities and towns. The
contribution of these tier-II cities to total organized retailing sales is expected to grow to 20-25%.
In the year 2004, Rs 28,000 Crores organized retail industry had Clothing, Textiles & fashion
accessories as the highest contributor (39%), whereas health & beauty had a contribution of 2%.
Food & Grocery contributed to 18% whereas Pharma Retail had a contribution of 2%.
Pantaloons Retail (India) Limited, is Indias leading retailer that operates multiple retail formats,
the company operates over 5 million square feet of retail space, has over 450 stores across 40
cities in India and employs over 18,000 people.
In such a big industry which runs on basis of customer, the customer satisfaction is more
important. In this project we have given emphasis on customer satisfaction in

retail Industry and have chosen Big Bazaar as the Retail store where we will study the whole
scenario of customer satisfaction in a Retail Industry
THE IMPORTANT OF RETAILING

Retailing has a tremendous impact on the economy. It involves high annual sales and
employment.
Retailers participate in the sorting process by collecting and assortment of goods and
services from a wide variety of suppliers and offering them for sale.
They provide information to consumers through advertising, display and signs and sales
personnel.
Retailing in a way is the final stage in marketing channels for consumer products.
Retailers provide the vital link between the producers and ultimate consumers.
THE SCENARIO OF RETAILING IN INDIA
Retailing is the most active and attractive sector of last decade while the retailing industry
itself has been present since ages in our country it is only the recent past that it has witnessed
so much dynamism.
The emergence of retailing in India has more to do with the increased purchasing power of
buyers, especially post liberalization, increase in product variety and increase in economies
of scale.
The retails sales are at the highest point in history and new technologies are improving retail
productivity.

CHAPTER-2
RESEARCH DESIGN
2.1 INTRODUCTION
The project is aptly titled A Study on Employee Job Satisfaction. The project is mainly
concerned with the employee job satisfaction with respect to the benefits and facilities provided
at Big Bazaar Outlets. A sample size 80 has been taken using Random Sampling Method. The
staff at big bazaar guided in collecting the information necessary for the same.
2.2 STATEMENTOF THE PROBLEM
The study conducted to identify whether the employees of Big Bazaar Pvt. Ltd is satisfied or
dissatisfied with their jobs and also with the benefits and facilities provided by the company.
2.3 TITLE OF THE STUDY
A study on employee job satisfaction at Big Bazaar Pvt.Ltd
2.4 OBJECTIVES OF THE STUDY
The objective of the study is as follows
To assess the satisfaction level of employees in Big Bazaar outlets Pvt. Ltd
To identify the factors which influence the job satisfaction of the employees.
To identify the factors that improves the satisfaction level of employees.
To know the employee satisfaction towards the facilities.
To offer valuable suggestions to improve the satisfaction level of employees.

2.5 SCOPE OF THE STUDY:
This study emphasis in the following scope:
To identify the employees level of satisfaction upon that job.

This study is helpful to that organization for conducting further research.
It is helpful to identify the employers level of satisfaction towards welfare measure.
This study is helpful to the organization for identifying the area of dissatisfaction of job of
the employees.
This study helps to make a managerial decision to the company.
2.6 LIMITATION OF THE STUDY
Time constraints due to exhaustive nature of the study.

Most of the employees were non cooperative.
Time for the survey was not sufficient.
Most of the employees did not give proper information.
Lack of awareness of the respondents about the
Heavy work pressure was a barrier for communication.
2.7 RESEARCH METHODOLOGY
Data collected from different sources were carefully computed, classified, tabulated, analyzed
and interpreted. The tables obtained were analyzed with the help of statistical techniques,
percentage charts and graphs in order to interpret the data and to draw inferences. Conclusions,
suggestions and recommendations are given from this inference.

2.8.1 TYPES OF RESEARCH DESIGN
Random sampling technique was performed.
2.8.2 SOURCES OF DATA
(a) Primary data:

The data was mainly collected through primary sources. The method adopted here was the
combination of direct personal interview with the help of questionnaire method i.e. drafted
questionnaire given directly to the consumer for data collection.
(b) Secondary data:

Secondary data was collected from the books, magazines, journals, brochures, website of the
company etc. data such as companys origin, growth, present status, details of the service
department and the dealers servicing policies constitute this.
2.8.3 TOOLS USED FOR DATA COLLECTION
The tools used in the process of study are as follows:
Questionnaire
2.8 SAMPLING
Data collected for the study is from a sample of employees working in the company and random
selection
2.9 PLAN OF ANALYSIS
All data collected is suitably summarized and tabulated. Tables and graphs are used for this
purpose.

2.10 OPERATIONAL DEFINATIONS OF CONCEPTS:
EMPLOYER: An employer is a person or institution that hires employees or workers.

Employees offer wages or a salary to the workers in exchange for the workers labor power,
depending upon whether the employees are paid by the hour or a set rate per pay period.
EMPLOYEE: An employee is any person hired by an employer to do a specific job.
JOB SATISFACTION: job satisfaction is a sense of inner fulfillment and pride

achieved when performing a particular job.
TRAINING: Training is an organized activity aimed at imparting information to

improve the employees performance or to help him or her attain a required level of
knowledge or skill.
MOTIVATION: It is the process of boosting the morale of employees to encourage

them to willingly give their best in accomplishing assigned tasks.
EMPLOYEE RETENTION: Employee retention refers to policies and practices

companies use to prevent valuable employees from leaving their jobs.
SELECTION: It refers to the chain and sequence of activities pertaining to

recruitment and selection of employable candidates and job seekers for an organization.
RECRUITMENT It is a process of finding and attracting capable applicants for the

:
employment.
2.11 CHAPTER SCHEME

CHAPTER-1
INTRODUCTION: In this chapter all the details about human resource are dealt with
this chapter includes the theoretical background of the study.

CHAPTER-2
DESIGN OF THE STUDY: This chapter deals greatly with the way in which the
project was conducted.
CHAPTER-3
COMPANY PROFILE: This chapter deals in length about BIG BAZAR OUTLETS
PVT. LTD.
CHAPTER-4
ANALYSIS AND INTERPRETATION: This chapter presents the data collected in

the form of tables and graphs.
CHAPTER-5
SUMMARY OF THE FINDINGS: This chapter shows the findings from the survey
conducted and also gives the recommendations that can be used to improve employee job
satisfaction.
CHAPTER-6
SUGGESTIONS AND CONCLUSIONS: This chapter gives relevant suggestions

to the company for betterment.
BIBLIOGRAPHY
This chapter consists of the details from where the information was collected for the entire study.
ANNEXURE
A copy of the questionnaires is enclosed.

CHAPTER-3
COMPANY PROFILE
HISTORY OF BAZAAR
For the last 12 years Big Bazaar is the brand associated with value for money and convenience.
Launched in the year 2001, Brand Big Bazaar wanted to bring affordability, variety and hygiene
within the reach of the common man. The big Bazaar growth story is an ideal example of the
expansion of the hypermarket format in the Indian subcontinent.
Today, Big Bazaar provides a platform for over 15,000 small, medium and large producers and
manufacturers to sell their products to Indian consumers.
In a more recent move Future Group merged its largest business unit, Future Value Retail, which
houses Big Bazaar and Food Bazaar, with Pantaloons Retail, a listed company that runs the
groups smaller retail operations. This move is expected to reduce operating costs and restore
investor confidence
But what remains same is the target audience of the brand the value seeking middle class man,
with Kanjoosi as his shopping ethos.
KEY FACTS
i. Year of Launch 2001

ii. No of Stores 214
iii. No of Cities with Presence 90
iv. A Total Retail Space Covered 16 million sq. ft.
v. Core Value Model - Customer Connectivity Experimenting with products and services
Savings Lowest Price.

vi. Focus of Marketing Initiatives - Engage the customers by adapting to local culture Focus
on the lowest price guarantee in all the campaigns.
vii. Growth Rate 19% - 22%
Price is the main value proposition for Big Bazaar. Prices are usually 5 to 60 percent lower
than the market price.
The Average Size of Big Bazaar store is 50,000 sq. ft. and the Big Bazaar family center is
80,000-120,000 sq. ft.
Stocks 3,000 to 4,000 SKUs (stock-keeping units) of merchandise
Food and groceries account for 40% of Big Bazaars revenue, whereas fashion and apparel
make up for about 30% of the overall revenue. The remaining 30% comes from the other
units such as electronics.
BIG BAZAAR PVT LTD
Pantaloons Retail (India) Limited is Indias leading retailer that operates multiple retail
formats in both the value and life style segment of the Indian consumer market. Headquartered
in Mumbai (Bombay), the company operates over 16millions square feet of retail space, has
over 1000 stores across 73 cities in India and employs over 30,000 people.
The companys 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, Top10 and Star and Sitar. The company also operates an online portal,

Future Value Retail Limited is a wholly owned subsidiary of Pantaloons Retail (India)
Limited. This entity has been created keeping in mind the growth and the current size of the
companys value retail business, led by its form at divisions, Big Bazaar and Food Bazaar.
The company operates 120 Big Bazaar stores, 170 Food Bazaar stores, among other formats,
in over 70 cities across the country, covering an operational retail space of over 6 million
square feet. As a focused entity driving the growth of the group's value retail business, Future
Value Retail Limited will continue to deliver more value to its customers, supply partners,
stakeholders and communities across the country and shape the growth of modern retail in
India.
A subsidiary company, Home Solutions Retail (India) Limited, operates Home Town, a large-
format home solutions store, Collection, selling home furniture products and zone focused on
catering to the consumer electronics segment.
Pantaloons Retail is the flag ship company of Future Group, a business group catering to the
entire Indian consumption space.
MISSION AND VISION OF BIG BAZAAR
VISION
Future group shall deliver everything everywhere; every time for Indian consumer is the
most profitable manner.
We shall infuse Indian brands with confidence and renewed ambition.
MISSION
We shall be cost conscious and committed 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.

We share the vision and belief that our customers and stakeholders shall be served only by
creating and executing future scenario in the consumption space leading to economic
development.
OBJECTIVE OF BIG BAZAAR
The central objective for earlier businesses of Big Bazaar was to bring instability and
consolidation. They were built to enforce order. However, in the new era where nothing
remains constant, the dominant theme for businesses needs to be speed and imagination.
The new macro-differentiator can be design. Design is helping companies to sell

differentiated experiences and solutions that connect with the consumers emotions.
Its no longer about selling products and services alone. Nor is it just about completing
transactions.
Every time a customer walks in, it is an opportunity to build a relationship and invite the
customer to become a part of the transformational scenario.
Design management is helping us postion the customer at the center of every decision we take
and also operate with true entrepreneurial spirit.
STRATEGY OF BIG BAZAAR

3-C Theory
According to Kishore Biyanis 3-C theory, Change and Confidence among the population is
[3]
leading to rise in Consumption, through better employment and income. Big Bazaar has
divided India into three segments:
India one: The Consuming class which includes upper middle and lower middle class (14%
of India's population).

India two: The Serving class which includes people like drivers, household helps, office
persons, liftmen, and washer men (55% of India's population) and
India three: The Struggling class (31% of India's population)
Saving is the key to the Indian middle class consumer

The concept of BAZAAR, as the stores offers large mix of products at a discounted
price, the name BIG BAZAAR was finalized.
The idea was to recreate a complete bazaar, with a large product offering and offer a good
depth and width in terms of range.
Price was the basic value proposition at Big Bazaar.
The Big Bazaar sold a variety of products at prices, which were 5 to 60% lower than the
market price.
SCHEMES AND INNOVATIONS

Wednesday Bazaar
The concept of Wednesday Bazaar was promoted as 'Hafte Ka Sabse Sasta Din' (Cheapest Day of
the Week). Initiated in January 2007, the idea behind this scheme was to draw customers to
stores on Wednesdays, the day when consumer presence is usually less. According to the chain,
the aim of the concept was 'to give homemakers the power to save the most.
Maha Bachat
The concept of 'Maha Bachat' (Mega Saving) was introduced in the year 2006 as a single day
campaign with promotional offers across the company outlets. Over the years, the concept has
grown to become a six-day biannual campaign. During the campaign, offers are given in all the
value formats including Big Bazaar, Food Bazaar, Electronic Bazaar, Furniture Bazaar, Fashion
bazaar.

The Great Exchange Offer
Introduced on 12 February 2009, 'The Great Exchange Offer' allows customers to exchange
their old goods for Big Bazaar coupons. The coupons can be redeemed later for buying brand
new goods from Big Bazaar outlets across the nation.
All schemes are active till date 2015.
BIG BAZAAR TIMELINE

2001
Three stores launched within a span of 22days in Kolkata, Bangalore and Hyderabad.
2002
ICICI Bank Card is launched.

Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at High
Street Phoenix
2003
Enters Tier II cities with the launch of the store in Nagpur

Welcomes its 10 millionth customer at its new store in Gurgaon
2004
Wins its first award and national recognition. Big Bazaar and Food Bazaar awarded the
countrys most admired retailer award in value retailing and food retailing segment at the
India Retail Forum
A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million
turnover on a single day

2005
Implementation of SAP and pilots a RFID project at its central warehouse in Tarapur
Launch of a shopping program: the Big Bazaar Exchange Offer, inviting customers to
exchange household junk at Big Bazaar
Electronic Bazaar and Furniture Bazaar are launched
Big Bazaar and ICICI Bank launched ICICI Bank-Big Bazaar Gold credit card program to
reward its loyal customers
2006
Mohan Jadhav set a national record at Big Bazaar Sangli with an Rs 137,367 shopping
bill. The Sangli farmer becomes Big Bazaars largest ever customer.
Launches Shakti, Indias first credit card program tailored for housewives
Navarras the jewellery store launched within Big Bazaar stores.
2007
The 50th Big Bazaar store is launched in Kanpur

Partners with Futurebazaar.com to launch India's most popular shopping portal.
Initiates the "Power of One" campaign to help raise funds for the Save The Children India
Fund.
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.
2008
New section, Fashion@Big Bazaar, starts.

Voted among the top ten service brands in the country in the latest Pitch-IMRB international
survey.

Initiates the Mega Saving "Monthly Bachat Bazaar" campaign, to provide deals on groceries
and food items during the first week of every month.
2009
Opens its second store in Assam at Tinsukia

Initiates Maha Annasantarpane program at its stores in South India an initiative to offer
meals to visitors and support local social organizations
Mahindra Singh Dhoni and Asin, youth icons of India, were chosen as the brand ambassadors
of Big Bazaar.
Announced the launch of 'The Great Exchange Offer'
Formed a joint venture with Hide sign to launch Holii, a new brand of handbags, laptop bags
and other accessories.
2010
Future Value Retail Limited is formed as a subsidiary to spearhead the groups value retail
business through Big Bazaar, Food Bazaar and other formats.
Wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged the Most
Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi Brand Retail Outlet
and Most Preferred Multi Brand One Stop Shop
Opens its third store in Kanpur at Z Square Mall.
Vidya Balan was chosen as the brand ambassador of Big Bazaar's Price Challenge exercise.
Ranked six among the Top 50 Service Brands in India.
2011
Enters the rural wholesale and distribution business through 'Aadhaar Wholesale' store at
Kalol, Gujarat.
Big Bazaar has come up a new logo with a new tag line: 'Naye India Ka Bazaar'
2012
Introduced a new retail initiative- public holiday sale.

Foodhall the premium lifestyle food destination launched its second store in Bangalore on
th
May 4 .
2013
Big Bazaar introduced a unique customer membership program Big Bazaar profit club.
Food hall, the premium lifestyle food destination launched in New Delhi.
2014
A new generation Big Bazaar, Big Bazaar family Centre was launched at Alcove on
January 6.
Future groups premium food destination Foodhall launched in Saket, New Delhi.
FUTURE GROUP
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of Indias
leadingbusinesshouseswithmultiplebusinessesspanningacrosstheconsumptionspace. 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 16 million square feet
of retail space in 73 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 hyper market format
that combines the look, touch and feel of Indian bazaars with the choice and convenience of
modern retail.
The groups specialty retail formats include supermarket chain - Food Bazaar, sportswear
retailer Planet Sports, electronics retailer- eZone, home improvement chain- Home Town and
rural retail chain - Aadhaar, among others.
Future Group believes in developing strong insights on Indian consumers and building
businesses based on Indian ideas, as espoused in the groups core value of Indianans. The
groups corporate credo is, Rewrite rules, Retain values.
Future Group shall deliver everything, everywhere, every time for every Indian consumer in the
most profitable manner.
SWOT ANALYSIS:
Strength
Better understanding of customer helping the company to serve them better.
Vast range of products under one roof helping in attracting customer and their family to
shop together and enjoy the experience.
Benefit of early entry into the retail industry.
Diversified business operating all over India in various retail formats.
Ability to get products from customers at discounted price due to the scale of business.
Weaknesses
High cost of operation due to large fixed costs.
Very thin margin
High attrition rate of employee

Opportunities
Lot of potential in the rural market
Can enter into production of various products due to its in depth understanding of customers
tastes and preferences.
Can expand the business in smaller cities as there is a lot of opportunity.
Threats
High business risk involved
Lot of competitors coming up to tap the market potential.
Margin of business reducing all the time.
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
decisions makers
COMPETITORS OF BIG BAZAAR

Reliance Retail ltd
Metro
Total
D-Mart
MORE

QUESTIONNAIR
Dear sir/madam
I am AKASH.A BBM student of REVA UNIVERSITY, Bangalore conducting a survey on

A Study on Employee Job Satisfaction at BIG BAZAAR of the purpose of partial fulfilment
of my course. I request you to kindly answer the following questions given below.
I assure that the information provide by you will be kept confidential and used only for academic
purpose.
Name:
Gender:
Age:
1. How long have you been working for this company?
LESS THAN 6 MONTHS ( )
6MONTHS TO 1YEAR ( )
1YEAR TO 2YEAR ( )
MORE THAN 2YEAR ( )
2. How do you feel about the working environment?

EXCELLENT ( )
GOOD ( )
SATISFACTORY ( )
NOT SATISFACTORY ( )
REVA UNIVERSITY
3. My duties and responsibilities are clearly defined

STRONGLY AGREE ()
AGREE ( )
DISAGREE ( )
STRONGLY DISAGREE ( )
4. How secure do you feel about your job?

HIGHLY SECURE ( )
SECURE ( )
INSECURE ( )
5. How do you feel the smooth relationship with your employers and co-workers?
VERY HIGH ( )
HIGH ( )
MEDIUM ()
LOW ( )
6. Are you satisfied with the appreciation/reward system provided by your company?
HIGHLY SATISFIED ( )
SATISFIED ( )
NEEDS IMPROVEMENT ( )
DISSATISFIED ( )
7. Are you satisfied with the bonus and incentives given?

SATISFIED ( )
DISSATISFIED ( )
REVA UNIVERSITY
8. Are you satisfied with the overall compensation package?

SATISFIED ( )
DISSATISFIED ( )
9. How do you feel about the welfare scheme of your company?

SATISFIED ( )
DISSATISFIED ( )
10. Have you ever observed or experienced any of the following forms of discrimination in
your company?
RACIAL DISCRIMINATION ( )
GENDER DISCRIMINATION ( )
AGE DISCRIMINATION ( )
NONE OF THE ABOVE ( )
11. Do you really enjoy/relax in your tea break and lunch break?
YES ( )
NO ( ) if no why.
12. How do you feel about the safety facilities provided in your company?
SATISFIED ( )
DISSATISFIED ( )
REVA UNIVERSITY
13. How do you feel about the medical facilities provided?

SATISFIED ( )
DISSATISFIED ( )
14. How do you feel about the canteen facilities provided?

SATISFIED ( )
DISSATISFIED ( )
15. My manager/ supervisor provide me with continuous feedback to help me achieve my

goals?
AGREE ( )
PARTIALLY AGREE ( )
PARTIALLY DISAGREE ( )
DISAGREE ( )
16. Opinion about your job

SATISFIED ( )
DISSATISFIED ( )
REVA UNIVERSITY
17. Senior manager treats employee fairly

STRONGLY AGREE ()
AGREE ( )
NEITHER AGREE NOR DISAGREE ()
DISAGREE ( )
STRONGLY DISAGREE ( )
18. Are you comfortable with the working time in the organization
SATISFIED ( )
DISSATISFIED ( )
19. Among the following which appraisal is most effective in your company?
1. INDIVIDUAL APPRAISAL
2. GROUP APPRAISAL
20. Overall are you satisfied with the job?

1. Yes
2. No

Akash A

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CHAPTER 1

INTRODUCTION TO HUMAN RESOURCE MANAGAEMENT:

It is a function in organizations designed to maximize employee performance in service of an

REVA UNIVERSITY, BANGALORE Page 1

According to Edward Filipe. Human Resource management is the planning, organizing,

Human resource management (HRM) is a management function that helps managers

REVA UNIVERSITY Page 2

HRM require a package of measure including employees involvement, relating pay to

There a r e three basic styles of employees management relations. Additionally, collective

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FEATURES OF HUMAN RESOURCES MANAGEMENT

Second, it is continuous, because HRM is a never-ending process.

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1. Group or departmental objectives.

4. Integrated use of subsystems

1. Acquisition of human resources

2. Development of human resources

3. Motivation of human resource

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1. Maintenance of human resources

7. Long term benefits

8. Key elements for solving problems

9. Develop staff potentialities

10. Develops team spirit

SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of Human Resource Management is discussed below:-

1. Human Resource Planning

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6. Training and Development

7. Quality of Work Life (QWL)

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10. Labor relations

Concepts of HRM are as follows:-

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Necessary climate can be created to increase their efficiency.

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INTRODUCTION TO JOB SATISFACTION

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CONCEPT OF JOB SATISFACTION

The important factors contribute to the higher level of job satisfaction.

Challenging and responsible job.

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Creativity and innovative ideas of job security.

DETERMINANTS OF JOB SATISFACTION

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2. The Personal Determinant

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JOB SATISFACTION FACTORS

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National Level Surveys:

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Performance Appraisal is the systematic evaluation of the performance of employees and to

1. Individual Appraisal Method

3. Critical Incident and Check List Method

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4. Multiple Persons Appraisal Method

5. 360 Degree Appraisal Method

6. Paired Comparison Method

7. Management by Objectives (MBO)

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INTRODUCTION ABOUT RETAILING