Employees Jab Satisfaction

At
Big Bazaar (Future Retail Group)

Submitted in partial fulfillment of the requirements for the award ofThe degree of
Master of Business Administration
Submitted to:
Punjab Technical University
Jalandhar
By:
Aysha Parveen
Registration no-9212400077
Under the guidance of
Prof. Aswathi Nair

#70, 2nd Main Road, 3rd Cross, Kanaka Nagar, Nagawara,

BANGALORE 560 032
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2009 - 11

GUIDE CERTIFICATE

This is to certify that the Project titled Employees Satisfaction and Attrition is a bonafide work
carried out by Ms. Aysha Parveen in partial fulfillment for the award of Degree of Master of
Business Administration under Punjab Technical University, during the year _20010-2011.
This Project Report has been approved as it satisfies the academic requirements in respect of
project work prescribed for the award of MBA Degree.
Name of the Guide: Prof. AswatTi Nair

Signature of the Guide:

Name of the Student: Aysha Parveen
Signature of the Student:
External Examiner

Internal Examiner

(Declaration by the student on Plain Paper)

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DECLARATION

I hereby declared that this project titled Employees Satisfaction and Attrition , is
submitted to the Punjab Technical University as a partial requirement for the award of Degree of
Master of Business Administration, during the year 2013-2014.

It is the record of an original & independent study carried out by me, under the total guidance
and supervision of Mr.Raghavendra poojari are HR of Big Bazaar BMTC. This project report has
not been submitted earlier by me or by anybody else for the award of any other degree in any
University in India or abroad.

Date:

Signature of the Student

Place:

Bangalore

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(Aysha Parveen)

ACKNOWLEDGEMENT

I would like to express my sincere thanks to the Director & Management of International
Institute of Business Studies, Bangalore, for their valuable guidance & support. I am extremely
thankful & grateful to Prof. Aswathi Nair for her constant guidance & encouragement throughout
the study.

I would like to express my sincere thanks & gratitude to Mr. Radhvendra Poojaray of (Big
Bazaar BMTC), for her support & guidance during my stay in their organization.

I would also like to express my devoted thanks to my beloved parents & my friends for their
relentless support & assistance to make this project a reality. Last but not the least; I would like
to thank all my respondents for their co-operation & participation in data collection, which has
enabled me to complete the project successfully.

Date:

Signature of the Student

Place:

Bangalore

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(Aysha Parveen)

EXECUTIVE SUMMARY

In spite of the theoretical knowledge gained through classroom and organization study in my
project I got that the basic problem faced my organization means Big Bazaar is employees moral
and attrition. I have work and search there more than 2 months as a HR trainee.
To find the basic problem of employees satisfaction and attrition. To find the attrition rate for
the current year at Big Bazaar in BMTC and competitions from how much percentage of attrition
is increasing per annum. To ascertain the various reasons responsible for the attrition of staffs.
Increase the productivity of the organization can achieve their organization goal. To bring out the
strategies to retain manpower in the store. To attract more number of new employees and find
ways to sustain them in the company.
For my project I have done so many activities like direct interaction with employee, existing
interview, HR help and some internet guide.
The attrition rate was high in the Big Bazaar BMTC in the year of 2010. Because of lots of
competition is here after inflation lots of opportunities are available here and each and every
person want more and more salary than their ability. Every organization tries to negotiate with
their employee so they give less salary/wages to their employees.
Attrition have both good as well as bad effect according to employees when a prospective
employees leave the organization than it has negative effective and when a non prospective
employees leave the organization than it has positive effect so it is good under limitation but
when it become more than it has only bad effect.
I recommended that HR and CO of Big Bazaar shall increase the cost of company, and give
some extra convenience to their employees like they can use their mobile in break time or
company can provide telephone for emergency time so they can talk with their family.
Organization decision is so sticky it should be little bit soft or polite.

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6 | Page

TABLE OF CONTENTS

CHAPTERS

CONTENTS

PAGE NOS.

INTRODUCTION

9-20

RESEARCH METHODOLOGY

20-25

REVIEW OF LITERATURE

25-38

PROFILE OF THE WORLD CLASS RETAIL

39-57

2.

3.

4.
BRAND SPAR (MAX) HYPERMARKETS
5.
ANALYSIS & INTERPRETATION OF DATA
6.

58-95

SUMMARY OF FINDINGS, CONCLUSIONS &

RECOMMENDATIONS

95-100

BIBLIOGRAPHY

100-106

ANNEXURE

106-110

7.

8.

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LIST OF TABLES

SL NO.
1.

DESCRIPTION

FACTORS AFFECTING ATTRITION

PAGE NOS.

11

STRUCTURE

2.

ORGANIZATIONAL STRUCTURE

52

3.

EMPLOYE SATISFACTION SURVEY

50

STRUCTURE

4.

5.

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CAPITAL STRUCTURE OF BIG BAZAR

ANALYSIS AND INTERPRETATION

66

68 - 86

CHAPTER: - 1

INTRODUCTION

9 | Page

INTRODUCTION

1.1INTRODUCTION TO THE STUDY

1.1.1. ATTRITION AND EMPLOYEES SATISFACTION
In Human Resources context, Attrition means a reduction in the number of employees through
retirement, resignation or death is called Attrition. Attrition is also called total turnover or
wastage rate.
In another hand I can say that how long employees tend to stay on the job in a company
that is called employees stability but when he leave that job or company for any reason that is
called Attrition. Employees turnover is measured on for individual companies and for their
industry as a whole. If an employer is said to have a high turnover relative to its competitors, it
means that employees of that company have a shorter average tenure than those of other
companies in the same industry. Low attrition is profitable for any company but high turnover
can be harmful to a companys productivity if skills workers are often leaving and the worker
population contains a high percentage of novice workers.

Employees satisfaction: the term satisfaction describes a positive feeling about a job, resulting from an evaluation of its
characteristics. A person with a high level of job satisfaction holds positive feelings about his or
her job, while a dis-satisfied person holds negative feelings. When people speak of employee
attitudes, theyusually mean job satisfaction.
Employees satisfaction and employees turnover are inter related to each other.
Employee satisfaction is a measure of how happy workers are with their job and working
environment. Keeping morale high among workers can be of tremendous benefit to any
company, as happy workers will be more likely to produce more, take fewer days off, and stay
loyal to the company. There are many factors in improving or maintaining high employee
satisfaction, which wise employers would do well to implement.
To measure employee satisfaction, many companies will have mandatory surveys or face-to-face
meetings with employees to gain information. Both of these tactics have pros and cons, and
should be chosen carefully. Surveys are often anonymous, allowing workers more freedom to be
honest without fear of repercussion. Interviews with company management can feel intimidating,
but if done correctly can let the worker know that their voice has been heard and their concerns
addressed by those in charge. Surveys and meetings can truly get to the center of the data
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surrounding employee satisfaction, and can be great tools to identify specific problems leading to
lowered morale.
Many experts believe that one of the best ways to maintain employee satisfaction is to make
workers feel like part of a family or team. Holding office events, such as parties or group
outings, can help build close bonds among workers. Many companies also participate in teambuilding retreats that are designed to strengthen the working relationship of the employees in a
non-work related setting. Camping trips, paintball wars and guided backpacking trips are
versions of this type of team-building strategy, with which many employers have found success.
Of course, few workers will not experience a boost in morale after receiving more money. Raises
and bonuses can seriously affect employee satisfaction, and should be given when possible. Yet
money cannot solve all morale issues, and if a company with widespread problems for workers
cannot improve their overall environment, a bonus may be quickly forgotten as the daily stress of
an unpleasant job continues to mount.
If possible, provide amenities to your workers to improve morale. Make certain they have a
comfortable, clean break room with basic necessities such as running water. Keep facilities such
as bathrooms clean and stocked with supplies. While an air of professionalism is necessary for
most businesses, allowing workers to keep family photos or small trinkets on their desk can
make them feel more comfortable and nested at their workstation. Basic considerations like these
can improve employee satisfaction, as workers will feel well cared for by their employers.

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FACTORS AFFECTING ATTRITION

INDIVIDUAL

ORGANISATIONAL

OTHERS

Peer pressure
Role Related
Ambitions/Career aspirations
Culture
Parental/Family mobility
Growth and career paths Environment
Personality factors
No challengePay packets
No learning
Style of boss
Role clarity
Role stress
Lack of independence

1.1.2 JUSTIFICATION FOR CHOOSING THIS TOPIC?

Attrition in Big Bazaar:Attrition is very important for every organization.But high Attrition is big problem for industries
basically in Retail and Information Technology industries. The attrition rate has been on the rise
for the past 5 years in Retail industries basically in Big Bazaar. According to my information in
year 2011.I have studies in Big Bazaar on Attrition and Satisfaction and I got the ration on
employees attrition inBMTC Big Bazaar is 13% per months this is basic problem for company.
And I recognize that is this basic problem and challenge for management. Attrition rate is very
high in comparison with previous years. In most cases the employees who left were absconderswho did not attend the exit interview and follow proper exit policy. Following which the
management had taken action by implementing employees engagement activities. Now, our
research would help in comparing it with the current years attrition rate and thereby reduce it by
analyzing the reasons contributing to it. After review of literature experts opinion (Store
managers of Big Bazaar Bangalore BMTC and their HR managers), we have formulated the
questionnaire base on these broad areas.
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The basic reason for Attrition is Employees dissatisfaction and there have various causes for
dissatisfaction. Employees leave / quit the job basically for salary, employee satisfaction; low
morale, work time is not so good or long works hours, high completion or it can be very low
completion which is de-motivate the employees, nature of work it can be quiet dangerous or not
good for health, best opportunity availed outside of organization, management of organization it
also a part of Employees Satisfaction because some time employees are not avail to cope or
manage their self with management they are dissatisfy with that or leave the organization,
employees self steam and respect is very important for management if the salary of employees
are low and they get more respect than also they want to continue their job. These are the basic
reason for employees attrition.
These are the basic reason for choosing this topic so easily I can understand the Human Resource
Management because while this projects individually I meet most of employees and understand
the Customer relation and employees value how to maintain this entire thing.

1.2 SPECIFIC AREA OF THE TOPIC CHOSEN:The growth of retail industries are increases very rapidly, and Indian retail industries is the
largest industry in world, with an employment of around 9% and contribution of Retail sector in
Indian economy has been written bellow with bullets:-

Indian Economy: The 2nd fastest growing Economy in the world.

The 3rd largest growing Economy in terms of GDP in nest 5 years.
The 4th largest Economy in PPP terms after USA, China & Japan among the top 10 FDI
destinations.
Fastest-growing Asia Pacific Market for international tourist spending 8% Economy
growth- expected to exceed that of China by 2015 and
Expected to become the 3rd biggest economy in the world after China and US by 2030.

Retail growth in Indian Economy: Retail Sector Total Consumer Spend : Rs. 20,00,000 cr ($ 445 bn)
Retail : Rs. 12,00,000 cr ($ 270 billion) double digit growth expected
Organized Retail : Rs. 55,000 cr ($ 12.4 bn) at current prices
40%+ annual growth expected
Scope for Organized Retail: Rs. 2, 00,000 cr ($ 45 bn) by 2010.
Average. Salaries hike of 15+ per cent: there will be lot more consumption.
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 Leading retailers sales' growth: 50-100% in 2005-06

The Indian retail market, which is the fifth largest retail destination globally, has been
ranked as the most attractive emerging market for investment in the retail sector by AT kearneys
eighth annual Global Retail Development Index (GRDI), in 2009. Thee Share of retail trade in
the countrys gross domestic product (GDP) was between 8-10 % in 2007. It is currently around
12 %, and is likely to reach 22 % by 2010.
A Mc Kinsey report the rise of India Consumer Market, estimates that the Indian
consumer market is likely to grow four times by 2025. Commercial real estate service company,
CB Richard Ellis findings state that Indias retail market is currently valued at US$ 5511 billion.
Further, CB Richard Ellis stated that India has moved up to the 39th most preferred retail
destination in the world in 2009, up from 44 last year.
India continues to be among the most attractive countries for global retailers. At US$ 511 billion
in 2008, its retail market is larger than ever and drawing both global and local retailers. Foreign
direct investment (FDI) inflows as on July 2009, in single-b
Rand retail trading stood at approx. US$ 46.60 million, according to the Department of Industrial
Policy and Promotion (DIPP). The organized retail sector, which currently accounts for around
5% of the Indian retail market, is all set to witness maximum number of large format malls and
branded retail market, is all set to witness maximum number of large format malls and branded
retail stores in South India, followed by North, West and the East in the next two years.

Current
Target turnover in Rs.
turnover in Rs.
Crore
Crore

outlets

Projected outlets

Pantaloon

800

1.200

31

74 (by 2009)

RPG**

750

1.600-1,700

12 (by march 2010)

Shoppers Shop

500

N.A.

13

40 (by 2010)

Life-style

300

650

15 (by 2010)

Westside

180

N.A.

13

21.23 (by 2010)

Ebony

91

150

14 (by 2010)

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Pyramid

79

190

19 (next 4 years)

Globes

N.A.

N.A.

15-17 (by 2010)

Fig 1.2 Market share of Retailer

1.3 COMPANY PROFILE:Future Group believes in developing strong insights on Indian consumers and building
businesses based on Indian ideas, as well as Wall mart concept. Kishore Biyani is chairman of
future group. He always stays in consult with Wall Mart Chairman and accepts his business
strategy. Main vision and Mission of Future Group has been written bellow,

Company Vision:
The Vision Statement is a sentence or a short paragraph providing a broad, inspirational image of
the future. Big Bazaar wants to be no. 1 retail store in world. Now Big Bazaar is only in India but
its target is serves most of the countriesin world thats by
Its delivering every things, everywhere, every time for every Indian consumer in the most
profitable manner at chief cost.

Company mission:
Mission Statements are sentences or short paragraphs written by companies, corporations or
businesses which reflect their core purpose, identity, values and principle business aims. Big
Bazaar mission like,

Role clarity and lack of ambiguity

Realistic aspirations, achievable

Alignment with organizational values and culture, Rational

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Time bound about achieving any goal or objective.

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 trendsetters in evolving delivery formats, creating retail realty, making consumption
affordable for all customer segments for classes and for masses.

History of Big Bazaar:The worldwide country chain, Big Bazaar, is formed by CEO of Future Group, Mr. Kishore
Biyani. The group do not promises more than what it delivers. Their basic attraction associated
with reasonable prices is their Unique Selling Price.
Though, the products Big Bazaar stores stocks might not be advanced, but the customers are
assured to avail the worth of the money spent by them. In 2001, the group opened its first store
on the VIP Road, Calcutta, which was the primary departmental store offering regulated services
of parking, steel vessels, apparel, electronics etc under the one roof at the competitive prices. Big
Bazaar has become a massive hit with lower middle-class and middle class people as a major
client base.
At present, the Future Group comprises various formats and brands like Pantaloons, F123,
Copper Chimney, Etam, Staples, One Mobile, Urbana, Brand Factory, LootMart, HomeTown and
Central. The Big Bazaar has several stores located all over the India, among that Chennai,
Hyderabad, Ahmedabad, Bangalore, Kolkata, Pune, Mumbai and Delhi is those metro cities
where the stores of Big Bazaars are located.
Big Bazaar is a chain of hypermarket in India, which caters to every familys
needs and requirements. This retail store is a subsidiary of Future group, Pantaloons Retail India
Ltd. and is an answer to the United States Wal-Mart. Big Bazaar has released the doors for the
fashion world, general merchandise like sports goods, cutlery, crockery, utensils, and home
furnishings etc. at best economical prices.
Big Bazaar group offers more than 100 stores all over the country with an amalgamation of
Indian bazaars feel and touch with a convenience and choice of the modern retail facilities. The
retail format of the Big Bazaar group includes Andhra, Rural & Home-Town retail chain, E-zone
home-improvement chain, sportswear retailer, depot and music chain is few among others.

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Facilities offered by Big Bazaar:Online shopping: Big Bazaar has an official website, FutureBazaar.com, which is one of the most
favorite sites among people of India for online shopping. FutureBazaar is an online business
venture of Future Group, which sells an assortment of products such as fashion, which includes
merchandise for men and women, mobile accessories, mobile handsets and electronics like home
theatres, video cameras, digital camera, LCD TVs, kitchen appliances and many more.

Discounts: Hfte ka sabse sasta din was introduced by the Big Bazaar, wherein extra and
special discounts were offered on Wednesday every week, to attract the potential buyers
into their store.

Security check: At each exit of Big Bazaar, they use alarm systems or Electronic Article

Surveillance system, which detects the products that has attached tags or not

Big Bazaar:-

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Type

Public (BSE: 523574)

Industry

Retailing

Founded

India

Headquarters

Mumbai

Area served

India

Key people

Kishore Biyani, (MD & CEO)

Products

Discount Stores

Supercenters
Parent

Future Group

Website

Pantaloon.com

1.3.1 ABOUT BIG BAZAAR:

Big Bazaar, the flagship retail chain of the Future Group, is on the verge of achieving a unique
milestone in the History of World Retail by being the first hypermarket format in the globe to
rollout fastest 101 stores in a short span of seven years.

Big Bazaars journey began in October 2001.

Mr. Kishore Biyani said, We initially decided to name the format as Bazaar because
we had designed the store keeping the Indian mandi style in mind. Since the size of the
hypermarket was big than an average mandis, the thought came to name it as Big
Bazaar. However, we had freezed on the punch line Isse Se Sasta Aur Achha Kahi
Nahi much before we met the creative agency to design the final logo of Big Bazaar.

Though, Big Bazaar was started purely as a fashion format including apparel, cosmetics,
accessory and general merchandise, the first Food Bazaar format was added as Shop-InShop within Big Bazaar in the year 2002. Today, Big Bazaar, with its wide range of
products and service offering, reflects the aspirations of millions of Indians.

Says Rajan Malhotra, President, Strategy & Convergence, Big Bazaar, What is
important in our journey is not the number of stores, but the customers faith in us. Its
the India and the Indians, which have helped us, reach this feat in such a short time span
and today our country is creating a history in the World organized Retail.

Every Big Bazaar is a small family by its own and the head of the family Karta is the
store manager. Kishore Biyani, the CEO of the Future Group, has a vast understanding of

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the consumers insight, has inculcated the habit of observing, understanding

customersbehavior, in every employee of the group.

Big Bazaar is a chain of hypermarket in India, which caters to every familys needs and
requirements. This retail store is a subsidiary of Future group, Pantaloons Retail India
Ltd. and is an answer to the United States Wal-Mart. Big Bazaar has released the doors
for the fashion world, general merchandise like sports goods, cutlery, crockery, utensils,
and home furnishings etc. at best economical prices.
Big Bazaar group offers more than 101 stores all over the country with an amalgamation
of Indian bazaars feel and touch with a convenience and choice of the modern retail
facilities. The retail format of the Big Bazaar group includes Andhra, Rural & HomeTown retail chain, E-zone home-improvement chain, sportswear retailer, depot and music
chain is few among others.

In Big Bazaar there have 4th floor and six departments are which are dealing with the following
products in the respective departments.

1. Food Bazaar:
As this department is the soul of the store, Big Bazaar has several categories within this
department itself. This department has a surface area is approximate 800 square feet. This
department is further divided into,

Non-food
International Food
Staples
Food
Fruits and Vegetables

2. General Merchandize:

Home Fashion
Home Section

The home section has two major sections Plastics and Crockery (PC) amount to one section and
Utensils (U) and New Business Development (NBD) from the other major part. The new
Business Development section have items that are more affluent in nature and are part of Kishore
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Biyanis Indian one customers segment. This section sells luxury products like watches,
sunglasses, auto accessories, and in Home Fashion Furniture, luggage, stationeries
goods.Etcetera will come.

3. Apparels:

The apparels department is divided into three segments

Mens wear- Casual and Formal wear
Kids wear-Infants, boys and girls
Ladies wear-Ethnic wear (Saris, Kurthas, and Dress Materials) and Western wear.

4. Wellness department:
This department comprises of cosmetics and a pharmacy-Fit and healthy. Fashion and
Fashion shy

5. Additional Business:

Star & Sitara

Food court
South Indian Food
Nawarash
Kala-mandir
Music world

CHAPTER -2
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RESEARCH METHOLOGY

2.1.Objective of studies
There have basically two types of Objective for which purpose I have chosen this topics.

2.2 . Primary Objectives

To find the basic problem of employees satisfaction and attrition

Recruit right people at right time, and at right place
To find the attrition rate for the current year at Big Bazaar in BMTC and
competitions from how much percentage of attrition is increasing per annum.
To ascertain the various reasons responsible for the attrition of staffs.

2.3. Secondary objectives:

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To solve the managerial problem of organization so they can achieve their

organizational goal.
Increase the productivity of the organization can achieve their organization goal.
To bring out the strategies to retain manpower in the store.

2.1.

To attract more number of new employees and find ways to sustain them in the
company.

Scope of Studies

To find out Employees satisfaction and attrition rate in Big Bazaar.

What are problems Big Bazaar facing, how much is it good/bad for any
organization.
To check the level of satisfaction, high moral/ low morale, communication,
internal relationship and cooperation of employees in organization.
How can improve moral and reduce Attrition rate in organization so they can
achieve their performance.
To keep update with new and enthusiastic employees in organization according to
time and situation.

2.3:RESEARCH METHODOLOGY:
2.3.1. Observation:

Survey through Questionnaires

To the help of HR manager and managing Directors
To direct interaction with employees and leaders

2.3.2 Limitation of the studies:The research had several limitations in the data collection phase since left employees
were taken as the population for the study.
Since the questionnaire involved the collection of responses from the assistant
department managers and leaders on the reasons of their subordinates exit, the
reliability of this reach was less as it proved to be a perspective of secondary data.
Some or the team leaders feared giving responses pertaining to career growth, as
they felt that their information might reach their superiors. However on promising
their confidentiality of their views and responses, open and candid opinions
poured up
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Some of the respondents felt difficult in comprehending the questionnaire

especially those rotated to ordinal scale, which involve raking factors as per the
importance, thereby, it had to be reworked upon which time was a consuming.
As the figures and data of attrition, given by the company involved Staff transfers
within the internal departments, the list had to be re-checked and worked with the
store HR.
Since the HR manager of one of the branches had just five months experience, he
had difficulty in collecting the past records viz. as the headcount of various
departments in different months.

Research design:In this project I am basically used descriptive research design and black and white graphs /
tables.

2.3.3.Method of data collection:I have used both kind of data Primary data and Secondary data. Which is more than enough for
this project? The method and mode used for collecting these data are explained below.

Primary Data: For primary data I have direct survey/contract with Employees and taken support from
management so employees of organization help me for this project and I have questionnaire.

Secondary Data:The secondary data I have collected from Internet, books and Journal, office web sites, and HR
portals for the project work.

RESEARCH INSTRUMENT:
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The research instrument used for collecting the data is questionnaire

Questionnaire:
The Questionnaire is prepared in an organized and thorough manner and reframed accordingly
after considering all the required aspects of the attrition analysis, using last years data. The scale
ranges from a score of 1 for Strongly Agree to a score of 5 for Strongly Disagree.

Parameters used for the Survey:

The factors which were taken into consideration for the attrition analysis survey are as follows;

Employee moral
Overall Satisfaction of the company
Communication
Training and developmental activities
Grooming stander
Company policy and code and conduct
Career Growth and Opportunist
Work Environment and Working Condition
Saturday Meeting etc.

2.5. SAMPLING DESIGN:2.5.1. Population:Population taken for the study is the Assistant Department Managers (ADM)s and team leader of
Big Bazaar.
2.5.2. Sample Size:Since the company required responses from all the ADMs and team leaders, the sample size for
individual branches were as follows,
Big Bazaar BMTC : - 50
Big Bazaar Banashankari: - 10
Big Bazaar Hebal: - 10
Big Bazaar Puttenahalli: -20

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2.5.3 STATISTICAL TOOLS USED FO ANALYSIS:After data collection, statistical tools are used for analyzing the data and results are obtained.
From the obtains results, findings and suggestions can be done. The statistical tools used in this
project for analysis are

Friedman Test
Simple percentage analysis

CHAPTER-3

REVIEW OF LITERATURE
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REVIEW OF LITERATURE
3.1 Problems faced by Big Bazaar:
BOTTLENECKS in infrastructure can play a spoilsport in an otherwise booming retail sector
cautioned industry experts at a retail conference organized recently by the Indian Retail Forum.
Experts emphasized on companies first concentrating on supply chains and logistics before going
ahead with expansion plans.
Retail is not about making money, its about creating consumer choices benefiting them and
finally ensuring consumer satisfaction. India has tremendous potential and it is up to the retailers
to leverage upon it which can only be achieved by understanding the consumer and the market,
said Vikram Bakshi, MD, Mc Donalds.
Bakshi further said that high attrition rate is a cause of concern among the retailers as they are
not making enough investments for providing proper training to the employees.
"McDonalds faces as high as 83 per cent attrition rate but the company manages the problem
through proper training modules," he added.

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Human capital management is a challenge for any IT manager or line of business manager
in today's troubled economy. Acquiring, maintaining and promoting key talented
employees is especially difficult in today's marketplace, where financial and corporate
resources are stretched thin. Yet managers who think they can take key employees for
granted usually learn this isn't the case--and they learn this lesson the hard way. Ziff Davis
Enterprise Senior Vice President of Community & Content Stephen Wellman speaks with
Bill Larkin, Principal at Executive Alliance, about the challenges of human capital
management in today's market.
On the fast food chain's expansion plans in India, Bakshi said McDonald's will open close to 45
new restaurants by the end of 2007. It presently has 113 restaurants.
It may be mentioned that a study released by realty consulting firm Jones Lang Lasalle Meghraj
early last week had warned of a shakeout in the retail industry due to problems faced by players
in areas such as infrastructure, logistics and manpower.
The conference witnessed participation from as many as 250 CEOs of major retail chains that
discussed issues faced by industry players in the domestic market.
The event also saw participation from retailers like the Future Group, Shoppers' Stop, Spencer's,
Lifestyle, Trent, Globus and Pyramid among others.
The conference focused on various issues regarding the existing retail and distributional
channels, which can be synergized with the expansion in organized retail.
India's retail sector is likely to create 2 million jobs by 2010, according to an Associated
Chamber of Commerce and Industry study.
3.2 Literature Search:

3.2.1Business Definition for: attrition

Normal and uncontrollable reduction of a work force because of retirement, death, sickness, and
relocation. It is one method of reducing the size of a work force without management taking any
overt actions. The drawback to reduction by attrition is that reductions are often unpredictable
and can leave gaps in an organization.
3.2.2. American Heritage Dictionary

Noun:1. A rubbing away or wearing down by friction.

2. A gradual diminution in number or strength because of constant stress.
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3. A gradual, natural reduction in membership or personnel, as through retirement,

resignation, or death.
4. Repentance for sin motivated by fear of punishment rather than by love of God.
5. We believed the decline in attrition is a result of the current economic conditions, as well
as timing of our annual bonus pay-offs.
3.2.3. Attrition
(-trshn)
1. A rubbing away or wearing down by friction.
2. A gradual diminution in number or strength because of constant stress.
3. A gradual, natural reduction in membership or personnel, as through retirement, resignation, or
death.
4. Repentance for sin motivated by fear of punishment rather than by love of God.
3.2.4. Attrition [tr n]
1. The act of wearing away or the state of being worn away, as by friction
2. Constant wearing down to weaken or destroy (often in the phrase war of attrition).
3. (Business / Industrial Relations & HR Terms) also called natural wastage a decrease in the size
of the workforce of an organization achieved by not replacing employees who retire or resign
4. (Earth Sciences / Physical Geography) Geography the grinding down of rock particles by
friction during transportation by water, wind, or ice Compare.

3.2.5. World English Dictionary

Attrition (tr n) -N

1. the act of wearing away or the state of being worn away, as by friction
2. constant wearing down to weaken or destroy (often in the phrase war of attrition )
3. Also called: natural wastage a decrease in the size of the workforce of an organization
achieved by not replacing employees who retire or resign
4. geography abrasion Comparecorrosion the grinding down of rock particles by friction
during transportation by water, wind, or ice
5. theol sorrow for sin arising from fear of damnation, esp. as contrasted with contrition,
which arises purely from love of God

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[C14: from Late Latin attrti a rubbing against something, from Latin atterere to weaken,
from therere to rub]
3.2.6. Attrition
From Wikipedia, the free encyclopedia

Attrition may refer to:

Physical wear

Loss of personnel by Withdrawal (military)

Attrition (medicine, epidemiology), the loss of participants during an experiment

Attrition (dental), the loss of tooth structure by mechanical forces from opposing teeth

Attrition (weathering), the wearing a way of rocks in the sea

Imperfect contrition, also known as attrition, in Catholic theology

Attrition warfare, the military strategy of wearing down the enemy by continual losses in
personnel and material

Customer attrition, a business term used to describe loss of clients or customers

Language attrition, the loss of a first or second language or a portion of that language by
either a community or an individual

War of Attrition, a limited war fought between Egypt and Israel from 1968 to 1970

3.2.7. Attention to Attrition is Key to Success:Attrition is one of the most serious concerns of the organizations today, irrespective of the
industry in which they are operating. Attrition is all about people leaving organizations with the
slightest provocation and having no respect and commitment to the company in which they are
working.
This article is aimed at analyzing the employee attrition and on how to combat the same in the
organizations.

Ten reasons on why attrition arises?

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1. Internal networking of employees must be encouraged to create team spirit across the
organization. Lack of this kind of approach leads to attrition.
2. Performance goals must be defined clearly with updated job description. Resourceful
employees must be encouraged to create an atmosphere of collaboration and cooperation.
3. Professional development is always aimed at future. As Indians are natural learners, the
organizations should take advantage of this trait and help them for overall development of their
professional as well as personal development.
4. Managers must try to manage relations with their subordinates at personal level to get the
things done and to enhance productivity of each employee. At the same time, they have to
maintain 'detached attachment' with the employees and not to indulge in any kind of emotional
relationship.
5. How rewards are awarded? The Rewards Policy must be transparent and this should be
announced across the organization to avoid misunderstanding and miscommunication.
6. Employees are bound to discuss their salaries with their colleagues. If there is any inequality
among them, then there is an issue for HR.
7. Goals are not realistic to explore the latent talent of the individuals and to leverage their
competencies for the benefit of the organization. This is another potential problem HR has to
face from the employees.
8. If the succession planning is not in place, then one has to inevitably go for external talent hunt
when there is a need of senior positions to be filled. If they are valued high, then you will have
another issue to resolve.
9. You have to communicate monetary benefits to the employees, offered from time to time. The
importance of non-monetary rewards should not be ignored and managers have to be trained in
offering these to employees to enhance their performance levels.
10. People have to be made aware of their career path and how they can grow within the
organization? People have understood the competencies which they have to acquire to move
ahead in the organization at various levels.

Attrition - Why people leave?

People leave for two reasons

30 | P a g e

1) Compensation: If the compensation is not maintained and managed in relation to the

employees KSAs (Knowledge, Skills and Attitude), people may leave without notice.
2) Management: Employee relations management is most important function, which has to help
the people to concentrate more on their task on hand and to become result oriented.

How to calculate attrition rate?

Closing employee Balance of last month = x
Closing employee balance of current month = y
x + y = average head count
Average head count divided by resigned employees of current month X 100 = attrition rate
Conclusion

How to manage Attrition?

1. Compensation and Management: Compensation and Management must be managed based on
the KSAs (Knowledge, Skills, Attitude and Experience) of the employees.
2. Create opportunities for employees: The Company has to create growth opportunities for
employees to enhance their learning experience and earning abilities.
3. Engaging employees: Employees must be engaged on continuous basis and they should not
get bored with their work, which can be managed through internal transfers and training from
time to time.
4. Review recruiting practices: Selection and Recruitment policies must be reviewed to suit the
growing needs of the organization.
5. Technology opportunities: Leveraging technology to manage the organization and enhancing
the technical expertise of the employees will help organization grow without much problem of
attrition.
6. Career Path for employees: Employee career path must be declared during the recruitment
process and should be explained to the recruited people.
7. Feel Valued in Organization: Non-financial rewards, a pat on the back in time and celebrating
small achievements with great fan-fare will help employees feel valued in the organization.
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8. Contact with Senior Management: Senior Management should address employees periodically
and should make them feel like a family.
9. Feel Part of the Company's Mission: The Company's mission must be reiterated from time to
time to reinforce the learning and experience of the people.
10. Attendance: Policies with regard to attendance must be creative and flexible.
11. Educate employees on their impact: Educate employees regularly on what kind of impact
they are creating on organization through their contribution.
12. Flexibility: Immediate bosses, middle level managers must be flexible and act as Chief
Happiness Officers to avoid triggers of attrition.
The author is a HR Professional and trainer and at present he is associated with imam consul
trainers, Hyderabad as Chief Consul trainer.

3.3 Employees satisfaction: According to P Subba Rao

Job satisfaction refers to a persons feeling of satisfaction on the jobs, which acts as a motivation
to work. It is not self-satisfaction, happiness or self-contentment but satisfaction on the job.
The term relates to the total relationship between an individual and the employer for which he is
paid. Satisfaction does mean the simple feeling state accompanying the attainment of any goal;
the end-state is feeling accompanying the attainment by an impulse of its objective. Job
dissatisfaction does mean absence of motivation at work. Research workers differently described
the factors contributing to job satisfaction and job dissatisfaction.
Hoppock describes the factors contributing to job satisfaction of Psychological, physiological
and environmental circumstances that cause any person truthfully to say that I am satisfied with
my job.

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In another hand
Job satisfaction is defined as the pleasurable emotional state resulting from the appraisal of
ones job as achieving or facilitation the achievement of ones job values. In constant, Job
dissatisfaction is defined as the unpleasurable emotional state resulting from the appraisal of
ones job as frustration or blocking the attainment of ones job values or as entailing disvalues.
However, both satisfaction and dissatisfaction were seen as a function of the perceived
relationship between what one perceives it as offering one entailing.

3.3.1. Factors of Job satisfaction

Job satisfaction refers to a general attitude which an employee retains on account of many
specific attitudes in the following areas:
1) job satisfaction,

2) Individual characteristics, and

3) Relationships outside the job.

There are different factors on which job satisfaction depends. Important among them are
discussed hereunder.

(1) Personal factors:

They include workers sex, education, age, marital status and their personal
characteristics, family background, socio-economic background and the like.

(2) Factors Inherent in the Job:-

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These factors have recently been studied and found to be important in the selection of
employees. Instead of being guided by their co-workers and supervisors, the skilled
workers would rather like to be guided by their own inclination to choose jobs in
consideration of what they have to do. These factors include: the work itself,
conditions, influence of internal and external environment on the job which are
uncontrolled by the management etc.

(3) Factors Controlled by the Management:They include the nature of supervision, job security, kind of work group, wage rate,
promotional opportunities, transfer policy, duration of work and sense of responsibilities.
All these factors greatly influence the workers. Their presence in the organization
motivates the workers and provides a sense of job satisfaction.
Though performance and job satisfaction are influenced by different set of factors, these two
can be related if management links rewards to performance. It is viewed that job satisfaction is
a consequence of performance rather than a cause of it. Satisfaction strongly influences the
productive efficiency of an organization whereas absenteeism, employee turnover, alcoholism,
irresponsibility and uncommmitments are the result of dissatisfaction. However, job
satisfaction or dissatisfaction forms opinion abuts the hob and the organization which results in
employee morale.
3.4. Data Evaluation:
Examples
SeekingAlpha.com: Home Page

Unfortunately for them, the attrition is all on their side.

Domine, da mihi hanc aquam!

The inclusion of the latter group in the definition of attrition is somewhat problematic,
though.
Durangoherald.com

This means that in a 500 agent center with 50 percent attrition is losing $1.4 million per
year in turnover costs.
http://news.tmcnet.com

34 | P a g e

In spite of my general skepticism of Wars on X, I think that the goal is a worthy one; a
certain attrition rate for public universities is healthy and necessary, but the reasons for
that attrition should be related to academics and maturity rather than to economics.

Lawyers, Guns and Money

Brokerage combinations often result in attrition, and the joint venture will need to focus
on retaining brokers, according to Paul Tramontano, CEO of Constellation Wealth
Advisors and a Smith Barney broker for 17 years.
Financial Technology Network

Between recruitment and re-training, attrition is not good for the city.
News from www.pantagraph.com

Outsourcing buyers have wizened up by choosing nontraditional outsourcing destinations

where attrition is kept at a level pace and salary expectations are competitive.
http://www.globalservicesmedia.com

Agent attrition is reduced because they have a better feeling of competency and success.
Web Wire

Forcing the Liberals into a war of attrition is my own view of strategy, not that of anyone
else.
Top Stories - Google News

If Merrill's thought here is that cutting bonuses won't have any affect in attrition, they're
wrong.
Deal breaker

Outsourcing buyers have wizened up by choosing nontraditional outsourcing destinations

where attrition is kept at a level pace and salary expectations are competitive.
http://www.globalservicesmedia.com

35 | P a g e

Notice how that changed after wiping out the little guy cheap products with built in
attrition, contaminated food and toys, fraudulent bank deals.
Lone Star Times

"While development pipeline attrition is normal ... the attrition rate normally
approximates 50 percent of projects planned," according to a statement from Marvel, who
has consulted in the area hotel market for 35 years.
Kansas City Business News - Local Kansas City News | Kansas City Business Journal

In the fan aspect, you're seeing a lot of cars and teams where the part attrition is up when
you can see the cars run hard to a thousand foot without hitting the rev limiter.
Motorsport.com: news

As I previously mentioned, despite the slight increase in attrition, the U.S. residential
business continues to perform well.
Gadgets Sector and Stocks Analysis from Seeking Alpha

In terms of the pickup in attrition, what are you hearing about the driver of that?
Gadgets Sector and Stocks Analysis from Seeking Alpha

But, yes, bringing the perks on par with other bigwigs will bring down the attrition level
to some extent, thou we all do understand that attrition is not a big problem for
TechCrunch

As far as voluntary attrition is concerned, I think our own assessment is that going
forward we would see the downward trend on voluntary attrition, and at least our guess is
that it should be in high single digits very soon.
Software Sector and Stocks Analysis from Seeking Alpha

The authors contend that professional bodies and veterinary schools could consider
providing training in dealing with work-related distress to improve the psychological
well-being of veterinarians and possibly reduce the attrition from the profession.
http://www.pr-inside.com

This way I can say that employee attrition and satisfaction both are enter related to each other.

36 | P a g e

3.5. Analyze and Interpret Findings:

I would like say that Employees satisfaction mean when organizational product and productivity
will increase, there should be effective relationship, better co-ordination, and co-operation and
proper engagement in the work and responsibility that means there have high employees
satisfaction and moral.
Employees attrition is related with Employees Satisfaction, Employees moral,
Motivation theory, and organization culture, employees welfare, and Opportunist.
Employees Attrition means when employee of organization leave there companies or
organization for any reason that is called employees attrition.
Employees attrition and satisfaction is very important for any organization because Organization
and company get right and proper Manpower at the right time who have more enthusiasm and
who are so motivate for their individual goal and Organization goal.
They have massive knowledge and confidence for their achievement.

3.5. Turnover cost for Employees Attrition:Method 1:While there are many techniques for calculating the cost of turnover, the following is one of the
best. It takes into account expenses involved to replace an employee leaving an organization.

37 | P a g e

A. Recruitment cost:the cost to your business when hiring new employees includes the following six factors plus 10
percent for incidentals such as background screening:

Time spent on sourcing replacement

Time spent on recruitment and selection

Travel expenses, if any

Re-location costs, if any n Training/ramp-up time

Background/reference screening.
Additionally, for the positions that are billable, there is a lost opportunity cost. This can
be done using the revenue factor.

B. Training and development cost:To estimate the cost of training and developing new
employees, start off by looking at the cost of new hire
orientation. This will mean direct and indirect costs, and can be largely classified under the
following heads:

Training materials

Technology

Employee benefits

Trainers time.

C. Administration cost:additionally, you may want to measure the per-employee cost to:

Set up communication systems

Add employees to the HR system

Set up the new hires workspace

Set up ID-cards, access cards, etc.

On the softer side, to estimate the learning curve or

productivity cost, estimate the average amount of time it takes an employee in a new position to
38 | P a g e

get up to speed and produce at the average rate for the organization. If it takes a new employee
six months to reach average productivity, the average productivity loss is 50 percent. Use your
annual revenue factor result and multiply it by the productivity loss.
The result of these costs (and an additional 10 percent to cover other hiring costs such as
background checks, credit checks, drug screening, and other administrative costs) can give you
fairly accurate calculation of turnover cost.
The ideal methodology is:
Cost of hiring employees (hard and soft costs) + Cost of training and developing new employees
(hard and soft costs) = Total Cost of Voluntary Turnover
Source: Bristlecone India

Method 2:Some organizations calculate it at 150 percent of the yearly salary of the exiting employee. For
managerial and sales positions, the cost can go up to 200-250 percent of the yearly salary of the
employee.

Method 3:Another way to estimate the cost impact of turnover on companies is to look at the total
compensation costs as a proportion of a firms revenue. According to one study, corporate on an
average spend 36 percent of their revenue on human capital expenses.
Again, using conservative estimates, for a company with the total compensation costs at this
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average, an average rate of employee turnover of 25 percent and the cost associated with
turnover equivalent to one-time salary.

CHAPTER- 4

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PROFILE OF COMPANY

PROFILE OF THE COMPANY/ORGANISATION/SYSTEM

Pantaloon Retail (India) Limited
Pantaloon Retail (India) Limited, is Indias 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 10 million square feet of retail space, has over 1000 stores
across 61 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, Depot, Shoe
Factory, Brand Factory, Blue Sky, Fashion Station, aLL, Top 10, mBazaar and Star and Sitara.
41 | P a g e

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
Usbased 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. Pantaloon is not just an organization - it is an institution, a centre of
learning & development. We believe that knowledge is the only weapon at our disposal and our
quest for it is focused, systematic and unwavering.
At Pantaloon, we take pride in challenging conventions and thinking out of the box, in travelling
on the road less traveled. Our corporate doctrine Rewrite Rules, Retain Values is derived from
this spirit.
Over the years, the company has accelerated growth through its ability to lead change. A number
of its pioneering concepts have now emerged as industry standards. For instance, the company
integrated backwards into garment manufacturing even as it expanded its retail presence at the
front end, well before any other Indian retail company attempted this. It was the first to introduce
the concept of the retail departmental store for the entire family through Pantaloons in 1997. The
company was the first to launch a hypermarket in India with Big Bazaar, a large discount store
that it commissioned in Kolkata in October 2001. And the company introduced the country to the
Food Bazaar, a unique 'bazaar' within a hypermarket, which was launched in July 2002 in
Mumbai. Embracing our leadership value, the company launched aLL in July 2005 in Mumbai,
making us the first retailer in India to open a fashion store for plus size men and women.
Today we are the fastest growing retail company in India. The number of stores is going to
increase many folds year on year along with the new formats coming up. The way we work is
distinctly "Pantaloon". Our courage to dream and to turn our dreams into reality that change
peoples lives, is our biggest advantage. Pantaloon is an invitation to join a place where there are
no boundaries to what you can achieve. It means never having to stop asking questions; it means
never having to stop raising the bar. It is an opportunity to take risks, and it is this passion that
42 | P a g e

makes our dreams a reality.Come enter a world where we promise you good days and bad days,
but never a dull moment!

Future Group
Future Group is one of the countrys leading business groups present in retail, asset management,
consumer finance, insurance, retail media, retail spaces and logistics. The groups flagship
company, Pantaloon Retail (India) Limited operates over 10 million square feet of retail space,
has over 1,000 stores and employs over 30,000 people. Future Group is present in 61 cities and
65 rural locations in India. Some of its leading retail formats include, Pantaloons, Big Bazaar,
Central, Food Bazaar, Home Town, eZone, Depot, Future Money and online retail format,
futurebazaar.com.
Future Group companies includes, Future Capital Holdings, Future Generali India Indus League
Clothing and Galaxy Entertainment that manages Sports Bar, Brew Bar and Bowling Co. Future
Capital Holdings, the groups financial arm, focuses on asset management and consumer credit.
43 | P a g e

It manages assets worth over $1 billion that are being invested in developing retail real estate and
consumer-related brands and hotels.
The groups joint venture partners include Italian insurance major, Generali, French retailer
ETAM group, US-based stationary products retailer, Staples Inc and UK-based Lee Cooper and
India-based Talwalkars, Blue Foods and Liberty Shoes. Future Groups vision is to, deliver
Everything, Everywhere, Every time to Every Indian Consumer in the most profitable manner.
The group considers Indian-ness as a core value and its corporate credo is- Rewrite rules,
Retain values.

Company History
YEAR

EVENTS

1987
- The Company was incorporated on the 12th October, under the
name of Manz Wear Private Limited.

1991
- The Company was converted into a Public Limited Company
under the name of Manz Wear Limited on 20th September.
- The Company name was changed to Pantaloon Fashions (India)
Limited vide certificate of incorporation dated the 25th September.
- The Company is engaged in the manufacture and marketing of
quality Ready-made Garments for men, including Trousers,
44 | P a g e

Shirts, Denims, Blazers and Sleep Suits, at its units located at Andheri in Bombay.
- The Company's Products are being marketed under the brand
name PANTALOON and BARE NECESSITIES through a network of over 300
dealers spanning the Metro and Class l cities in the country.
- The Company is promoted by Shri Kishore Biyani, friends and
associates.

1992
- The Company has successfully launched the Pantaloon Trousers,
Shirts, Denims, Sleep Suits and other ready-made garments.
- The Company recently made a Public Issue of 25,55,000 equity
shares of Rs.10/- each for cash at par in May. The Company
has allotted 36,57,100 Equity Shares on 28th July in consultation

1994
- The Company is launching a new brand of shirts called `John
Miller' at affordable prices.

1995
-Pantaloon Fashions (India) Limited has launched John Miller shirts

1996
-Pantaloons Fashions (India) Ltd. has launched the Yorker to concede
with the world cup

1997
- The Company has launched women's wear, children's wear and
45 | P a g e

household products in the last few months.

- The Company has issued 10,00,000 Non-Cumulative Preference
Share Rs. 10/- each aggregating Rs. 1,00,00,000/- on Private
Placement basis.

1998
- The Company has introduced Shrishti range of Salwaar Kameez.
The Company has also added Knitted T-shirts to its range of
products.

1999
- The Company opened a state-of-art family store at prestigious
Crossroads, Haji Ali, Mumbai, spread over an area of 4,500 sq. ft.
- The name of the Company was changed with the approval of the
Members to Pantaloon Retail (India) Ltd.
- The company has recently set up a state-of-the-art trouser
manufacturing plant in Mumbai with a capacity of 1,200 pieces
per day.
- Entrepreneurial Jadeja is setting up a joint venture sports
wear company with the promoters of Pantaloon Retail (India)
Ltd.

2000

46 | P a g e

- The company share transfer committee, have allotted 10,00,000 No.

of equity shares of Rs. 10/- each at a premium of Rs. 33/- per
share on private placement basis to ICICI Ltd. A/c. Structured
Products Fund.
- The total paid up capital of the company is 1,25,19,413 No.of
equity shares of Rs. 10/- each, ICICI Ltd. A/c Structured
Products Fund will be holding 7.99% of the enhanced share
capital.
- Pantaloon Retail (India) Ltd. has launched stainfree with Scotchgard,
a new range of formal shirts and trousers.

2001
-Retail major Pantaloons has forged an alliance with Arvind Mills for
the supply of fabric and apparel for its in-house brands.
-Finalised a leasing deal to occupy 50,000 sq ft of space for Rs 25lakh
-Issue of 4 million equity shares of Rs.10/- each to the Promoters of
the company on a preferential basis at a price as per SEBI Guidelines.
-Tied up with Andhra Pradesh Handloom Weavers Co-operative Society
and National Institute of Fashion Technology

2002
47 | P a g e

-Pantaloon Retail India Ltd has informed that the Board of Directors
of the company has allotted 40 lac equity shares to the promoters and
their associates on preferential basis at a price of Rs.31.50 per
share.
-Promoters sell 584098 shares
-Pantaloon has launched a range of the movie-specific merchandise
such as notebooks, folders, pens, mouse pads etc.
-Incidence of fire occurred at one of ATM centre in Maheshwari Plaza
Mall/Big Bazaar at Abids, Hyderabad.
- Preferential Issue of 8,65,000 Equity shares of Rs.10 each at a
premium of Rs.40 per share to Promoters & Associates.

2003
-Allotment of 8,65,000 equity shares to the promoters and their
associates on preferential basis at a price of Rs.50/- per shares as
approved by the members of the company at their meeting held on
December 20, 2002
-Change of Registered Office from 'Pantaloon House', G-11, MIDC,
Cross Road A, Andheri (East), Mumbai - 400 093 to 'Knowledge House',
Off. Jogeshwari-Vikhroli Link Road, Shyam Nagar, Jogeshwari (E),
Mumbai - 400 060 w.e.f. January 31, 2003.
-Acquires the trademark and exclusive licensing rights for apparel
brand Norules in India, from US-based Norules Inc

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-Forged an alliance with ICICI Lombard to offer one year free

insurance cover to customers acquiring gold from Gold Bazaar.
-Teams up with Italian apparel behemoth Moda & Musica to market its
casual sportswear brand UMM in the domestic market
-Received a letter from ICICI Venture Funds Management Company
Limited, in which they have stated that they have sold 2,71,083
shares aggregating to 2.04 % of the total paid-up capital of the
Company as on September 12, 2003.
-ICICI Venture Funds Management Company Ltd. sells 279900 equity
shares of the company, bring down the stake in the company to 3.37 %
(449017 shares)
-Board approves a proposal to allot 9.5 lakh shares (of Rs 10 each)
to promoters and associates at premium of Rs 102 per share.
-Promoters sell 4.6% stake of the company
-Pantaloon Industries Ltd. acquires 3,00,000 shares aggregating to
1.57% of the paid up equity share capital of the company
-American Funds Insurance Series Global Small Capitalization Fund
have acquired 2,09,500 shares of Pantaloon Retail India Ltd.
representing 1.152% of the total paid up capital of the Company

2004
-Pantaloon Retail (I) Ltd. enters into Strategic alliance with Arvind
Brands Ltd.
-Pantaloon Retail calls off strategic alliance with Arcus Ltd
-Appoints Mr. Ved Prakash Arya as Chief Operating Officer. Mr. Arya
will take charge of the retail operations of the company.
-Ties up Arvind Brands Ltd for Ruf & Tuf brand at its Big Bazaar
49 | P a g e

outlets across the country

-Pantaloon Retail (India) Ltd has signed a memorandum of
understanding (MoU) with K.J. Somaiya Institute of Management &
Research Studies to offer a specialised course in retail management
-Pantaloon join hands with Unitech for home stores chain

2005
-The Pantaloon Retail has made an offer under Regulation 10 of the
SEBI (SAST) Regulations to the Public shareholders of Galaxy
Entertainment Corporation Ltd (Target Company) to acquire upto
2,542,400 fully paid equity shares of Rs 10/- each, representing in
the aggregate 20% of the Post issue voting capital at a price of Rs
51/- (Rupees Fifty One only) per share (the Offer price) payable in
cash subject to the terms & conditions mentioned.
-Pantaloon sets up restaurant at Bangalore Central Hall

2006
-Pantaloon Retail enters into an agreement with CapitaLand Singapore
-Pantaloon Retail join hands with management schools across the
country
-Pantaloon Retail India Ltd has launched its newest retail venture
`Depot'
-Pantaloon Retail - Strategic alliance agreement with Ruchi Soya
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Industries
-Pantaloon Retail signed MOU with Blue Foods on July 31, 2006
-Pantaloon Retail signs MOU with Manipal Health Systems on August 05, 2006.

2007
-Pantaloon Retail India Ltd has entered into a 50:50 joint venture
(JV) with Axiom Telecom LLC, UAE, to do sourcing and wholesale
distribution of mobile handsets, accessories and setting up service
centres and Authorised After Sales Service Centres for mobile
handsets in India.

Hierarchy of Pantaloon (Future Group)

Mr. Kishore Biyani,

Managing Director

Mr. Gopikishan Biyani,

Mr. Rakesh Biyani,

Whole time Director

Whole time Director

Mr. Ved Prakash Arya,

Director

Mr. Shailesh Haribhakti,

Mr. S Doreswamy,
Dr. D O Koshy,

Independent Director
Independent Director

Ms. Anju Poddar,

Ms. Bala Deshpande,
51 | P a g e

Independent Director

Independent Director
Independent Director

Mr. Anil Harish,

Rakesh Biyani

Independent Director
CEO - Retail

Anshuman Singh

CEO - Value Fashion

Damodar Mall
Hans Udeshi,

CEO - Incubation & Innovation

CEO - General Merchandising

Hemchandra Javeri,
Kailash Bhatia,

CEO - Home Solutions Retail (India) Ltd.

CEO - Integrated Merchandising Group

Madhumati Lele,

CEO - Services

Rajan Malhotra ,

CEO - Big Bazaar

Sadashiv Nayak,

CEO - Food Bazaar

Sanjeev Aggarwal,

CEO - Pantaloons

Vishnu Prasad ,

CEO - Central & Brand Factory

FOUNDER: Mr. Kishore Biyani

P & L Account: Profit & Loss account

------------------- in Rs. Cr. ------------------Jun '05

Jun '06

Jun '07

Jun '08

12 mths

12 mths

12 mths

12 mths

1,084.39

1,960.86

3,393.47

5,295.88

Jun '09

12 mths

Income
Sales Turnover
Excise Duty
Net Sales
Other Income
Stock Adjustments
Total Income

0.28

0.00

0.00

0.00

1,084.11

1,960.86

3,393.47

5,295.88

8.10

3.68

95.85

17.05

6,661.42
0.00
6,661.42
1.79

127.70

234.15

362.12

614.41

1,219.91

2,198.69

3,851.44

5,927.34

7,016.32

353.11

4,835.06

Expenditure
Raw Materials

844.18

1,502.30

2,601.65

4,170.62

Power & Fuel Cost

21.95

37.41

61.51

78.20

98.97

Employee Cost

50.75

112.72

207.74

275.78

275.94

Other Manufacturing Expenses

15.53

21.55

16.64

22.46

16.94

159.89

313.11

556.70

724.18

878.27

Selling and Admin Expenses

52 | P a g e

Miscellaneous Expenses

35.02

Preoperative Exp Capitalised

Total Expenses

55.65

93.40

175.64

0.00

0.00

0.00

0.00

1,127.32

2,042.74

3,537.64

5,446.88

237.10
0.00
6,342.28

Capital Structure: Capital Structure

From

Period
To

Instrument

Authorized Capital

Issued Capital

- PAI D U P-

(Rs. cr)

(Rs. cr)

Shares (nos)

Face Value

Capital
38.06

2008

2009

Equity Share

60

38.07

190320673

2007

2008

Equity Share

35

31.86

159291521

31.86

2006

2007

Equity Share

35

29.35

146751365

29.35

2005

2006

Equity Share

35

26.89

26884621

10

26.88

2004

2005

Equity Share

25

22

21997736

10

22

2003

2004

Equity Share

25

19.14

19137413

10

19.14

2002

2003

Equity Share

25

18.18

18184413

10

18.18

2001

2002

Equity Share

18

17.32

17319413

10

17.32

2000

2001

Equity Share

14

13.32

13319413

10

13.32

1999

2000

Equity Share

14

12.52

12519413

10

12.52

1998

1999

Equity Share

10

9.26

9264413

10

9.26

1997

1998

Equity Share

10

7.09

7090500

10

7.09

1996

1997

Equity Share

4.73

4727000

10

4.73

1992

1996

Equity Share

4.73

4727000

10

4.73

1991

1992

Equity Share

1.07

1069900

10

1.07

1990

1991

Equity Share

0.1

0.07

7000

100

0.07

1905

1905

Equity Share

14

12.52

12519413

10

12.52

Big Bazaar is a chain of hypermarket in India, which caters to every familys needs and
requirements. This retail store is a subsidiary of Future group, Pantaloons Retail India Ltd. and is
an answer to the United States Wal-Mart. Big Bazaar has released the doors for the fashion
world, general merchandise like sports goods, cutlery, crockery, utensils, and home furnishings
etc. at best economical prices.
53 | P a g e

Big Bazaar group offers more than 140 stores all over the country with an amalgamation of
Indian bazaars feel and touch with a convenience and choice of the modern retail facilities. The
retail format of the Big Bazaar group includes Aadhar, Rural & Home-Town retail chain, Ezone
home-improvement chain, sportswear retailer, depot and music chain is few among others.

4.4.

Organization Structure:

Store manager Kartha

Sales merchandising manager

Operation manager

Assistant store manager (prism)

Department manager

Assistant Department manager (paragraph)

Team leader

Team member (Sarthi)

54 | P a g e

Fig: - 1.3 Big Bazaar (organization) Internal Structure

Store
Manager
Kartha
Sales and
Machinery
Manager
Assistant
store
Manager

Assistant
Structure
Manager

Assistant
Store

Mens wear

Plastic

Ladies wear

Utensils

Foot wears

Fruits and Vegetable

Kids wear

Crockery

Toy & sports

Food Navar

Home Fashion

Home Dcor

Watch and Sunglas Luggage

Ladies hand bag

Assistant
Store
Manager

NBD
Electronic
Furniture

Kamalkh
anna

Live Kitchen

Manjunat
h

Noon food
Staple

Dakshin Sagar
Fit and Health
Shringar (Beauty)
Hari Babu

Typical store Structure for Employees in Big Bazaar

55 | P a g e

Others

4.5.

Competitors:-

Big Bazaar group offers more than 100 stores all over the country with an amalgamation of
Indian bazaars feel and touch with a convenience and choice of the modern retail facilities. The
retail format of the Big Bazaar group includes Andhra, Rural & Home-Town retail chain, E-zone
home-improvement chain, sportswear retailer, depot and music chain is few among others.
Big Bazaar is big Retail Company in India and it has so many business competitors.
Like

Reliance Retail shop

Spencer
Brand Factory
Star Bazaar
S M Food Plaza and
Some other company

As above is mention must Big Bazaar have lots of small or big competitor but it is not that
much affected by their competitor. The basic reason is that there is no any big retail who can
competitor Big Bazaar in BMTC because

Spence is very small and there are selling only Fruits and vegetable.

Brand Factory is only for mens wear, ladies wear, kids wear and traditional dress and
latest fashion.

Star Bazaar: Star Bazaar is a big shopping mall but it is not near to Big Bazaar BMTC its
out off 5 KM from Big Bazaar BMTC thats why not a issue is for it.
S M Food Plaza is a big shopping mall but it is only for staple, Fruits and Vegetable not
for all goods and services which is available in Must Big Bazaar in BMTC
Reliance Store in BMTC : Reliance store in BMTC is also a small store there has limited
service and product he is not completely able to compete Big Bazaar.

56 | P a g e

4.8.

These are the basic reason by which Big Bazaar is getting success continuous without any
obstacle.

Number of Branches:-

Big bazaars have so many branches in India most of branches are all ready discussed above. In
chapter no 1. Like branches Bangalore, Delhi, Chennai, Coaching, Kolkata, Bihar, Jharkhand,
Punjab, Sri Nagar, Andhra Pradesh, Uttar Pradesh ect,
All of these states have so many branches of Big Bazaar and all Branches are handling by Kishor
Biyani and Kartha.

57 | P a g e

Format of Retail Sector in India:-

Fig: - 1.1 Big Bazaar store in India

CHAPTER 5
58 | P a g e

ANALYSIS AND
INTERPRITATIONS OF DATA

ANALYSIS AND INTERPRETATION OF DATA:-

5.1.1. Preliminary Analysis:The Preliminary analysis comprises of analysis of attrition from secondary data which was
obtained from the SAP Database, which was then classified based on three factors:

59 | P a g e

1. Last 3 months attrition analysis an indicator of infant attrition, a predictor of improper

implementation of recruitment practices and may be external factors such as
improvement of job market after the recessionary effects.
2. Last six months attrition analysis (Aug09 to Feb10) was done as per company
requirements.
3. Yearlong attrition analysis (Jan09 to Feb 10) was done to get an overall perspective of
the trend in attrition rates per month.
Attrition formula:
Common methodology in calculating Attrition Rate
The approach to this calculation might vary from organization to organization. While a few
techniques are common, there are no proven theories.
The most commonly used formulae are :
Total Number of Resigns per month (Whether voluntary or forced) X 100
----------------------------------------------------------------------------------------(Total Number of employees at the beginning of the month + total number of new joinees - total
number of resignations)
Total Terminations in a month
------------------------------------------------------------------------------------(Total Head Count at the beginning of the month) + (Total New Hires)
Total No.of employee left X 100
------------------------------------------Total No .Of employees present
Number of employee separations-involuntary separations X 100
------------------------------------------------------------------------------------*Average employee count
(*Avg. employee count = January month strength + December month strength)

5.1.1. Attrition Rate Analysis in Big Bazaar BMTC: 132.78

Attrition
Year (2010)
January
February
60 | P a g e

Head count
27
23

200
210

Newly Joined
10
9

Attrition%
13.50%
10.95 %

March
23
April
28
May
30
June
18
July
32
August
28
September
29
October
35
November
40
December
43
Average Attrition rate (Monthly): 12.19

222
240
245
252
259
261
267
246
245
270

12
23
11
23
24
22
25
27
23
26

10.36 %
11.67 %
12.24 %
7.140 %
12.36 %
10.72 %
10.86 %
14.22 %
16.33 %
15.93 %

Table 5.1.1: Attrition Analysis in Big Bazaar BMTC

40

28

27
23

23

23

35

32

30

28
24

23

43

22

29
25

27
23

26

18
10

12

11

be
r
D
ec
em

O
ct
ob
er

t
Au
gu
s

Ju
ne

Ap
ril

Fe
br
ua
ry

Ye
ar
(2
01
0)

13.50%10.95%10.36%11.67%12.24%7.14%12.36%10.72%10.86%14.22%16.33%15.93%

Inference:From the above calculation we have determined that the current monthly attrition rate is 12.19%,
these amounts to approximately 50% annually.

5.1.2.Attrition Rate Analysis In Jayanagar:

61 | P a g e

Year

(09

to 10)
September

Attritions

Head count

Newly Joined

Attrition %

14

117

17

11.96

10

187

18

5.35

117

16

7.69

14

111

20

12.61

153

10

5.88

10

142

7.04

10

133

12

7.52

118

14

6.78

13

116

23

11.20

19

120

21

15.83

13

145

19

8.97

178

17

4.49

October
November
December
January
February
March
April
May
June
July
August
Average Attrition Rate in Jayanagar (Monthly): 13.07
5
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

4.5

4.4

4.3

3.5
3
2.4

Category 1

2.5
2

Category 2
Series 1

1.8

Category 3
Series 2

Series 3

Table: 5.1.2 Monthly Attrition Analysis at Big Bazaar at the Jayanagar

62 | P a g e

2.8

Category 4

Inference:
From the above calculation we have determined that the current monthly attrition rate is 13.07%,
this amount to approximately 50% annually. This is very high for the retail sector and thus the
study is conducted. This validates the need for the study.

5.1.2. Attrition Rate Analysis in Putenhalli

Year (2010)

Attrition

Head count

Newly Joined

Attrition %

January

29

18

6.38

February

32

17

6.12

March

37

18

3.64

April

33

16

12.24

May

34

20

5.56

June

33

2.38

July

33

16

2.04

Monthly Average is 5.48%

Table: 5.1.3. Monthly Attrition Analysis-Putenhalli

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5
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

4.5

4.4

4.3

3.5
3
2.4

2.8

2.5
2

Category 1

Category 2
Series 1

1.8

Category 3
Series 2

Category 4

Series 3

Inference:
The Attrition Rate for Putenhalli unit is 5.48%. From the trend we can see that attrition is on a
decline. But this inconclusive as more data from ensuing months are required. Since this store
was inaugurated only in June the date from August is furnished above.

5.2.1. Detailed Analysis: My analysis is basically base on the Questionnaire and Interview, from where I got enough
information. Apart from this my HR MS. Yoggesh and my friends who were in another Big
Bazaar branch also gave me his precious time for complete this project in very effective way.

Conceptual Framework:The sample population of Big Bazaar was given the Questionnaire; they were then required to
fill it after due consideration from their sub-ordinate and according to their experience in the
matter regarding attrition.
The fundamental determinants of organizational behavior (Schneider, 1987).
Thus the Questionnaire was framed to include such parameters such as employee morale, career
growth, work environment, communication, company policies, training and compensation. The
64 | P a g e

above mentions factors were framed in the 5 point interval scale. According to literature review
People leave the organization because of their superiors/supervisors and not the organization.
Therefore we have included in our study the managerial aspects that influence a person from
leaving the organization.

5.2.2. Employees satisfaction:

Employees satisfaction in Big Bazaar BMTC

Employee satisfaction surveys help employers measure and understand their employees'
attitude, opinions, motivation, and satisfaction.

Measuring Employee Satisfaction

because satisfaction is basically a psychological state, care should be taken in the effort of
quantitative measurement, although a large quantity of research in this area has recently been
developed.
The usual measures of employee satisfaction involve an employee satisfaction survey with a set
of statements using a Likert Technique or scale. The employee is asked to evaluate each
statement in term of their perception on the performance of the organization being measured

The following are a few typical Questions asked in Employee Satisfaction

Survey:

Please describe your position with the company.

How long have you worked for this company?

I have ready access to the information I need to get my job done.

I am familiar with the mission statement put forth by my department.

I agree with the mission statement put forth by my department.

65 | P a g e

I am involved in decision making that affects my job.

Management has created an open and comfortable work environment.

I know my job requirements and what is expected of me on a daily basis.

I have received the training I need to do my job efficiently and effectively.

Training is provided to enable me to do my job well.

Management recognizes and makes use of my abilities and skills.

I am treated with respect by management and the people I work with.

I am encouraged to develop new and more efficient ways to do my work.

Employees work well together to solve problems and get the job done.

Management is flexible and understands the importance of balancing my work and

personal life.

I would recommend others to work for this company.

What changes, if any, do you feel need to made in your department to improve working
conditions?

What changes, if any, do you feel need to be made in the company to improve working
conditions?

The surveys of this type provides an understanding how the employee perceives the organization.
Employee satisfaction surveys measure your employee's opinions on most of the aspects of the
workplace including:

Overall satisfaction

Management/employee relations

Corporate culture

Career development

Compensation

Benefits

66 | P a g e

Recognition and rewards

Working conditions

Training

Staffing levels

Safety concerns

Policies and procedures

How to conduct Employee Satisfaction Survey:-

67 | P a g e

5.3 Percentage Analysis of Employee Attrition across Critical Units

Question 1:
In General, they are satisfies with the organization
Store Name

Mallashwara
m

Banashankari

Jayanagar

Strongly agree

12

17.6

Agree

34

32

70.6

Neutral

20

44

11.8

Disagree

25

22

Strongly disagree

Table: 5.3.1 Percentage analysis of employee attrition across critical Units

In general they are satisfied with the organization

68 | P a g e

Puttenhalli

100

100
90
80
70
60
50
40
30
20
10
0

Frequency 5
Percentage 10
Valid percentage 10

To
ta
l

D
is
ag
re
e

Ag
re
e

Cumulative percentage
10

Inference:
According to graph 12% employee of Mallashwaram is strongly agree, 34% only agree with
organization, 20 % neutral and 25% disagree and only 9% employee of Big Bazaar
Mallashwaram is strongly disagree.

5.3.1Do you feel that your Sub-ordinates are a valued part of the office?
Frequency

Percent

Valid Percent

Cumulative
percent

Strongly agree

12

24

24

24

Agree

21

42

42

66

Neutral

14

14

80

Disagree

10

20

20

100

Total

50

100

100

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Table: 5.3.1 in Percent for sub-ordinates value

120

100

100
80

70

60
40
20

100100

86

30 30
15

50

40

30 30
15

Agree

16 16

8
Neutral

Disagree
5

10

10

14 14

Strongly disagree

Total

10

Inference:
From the total respondents 42% of respondent agreed that there sub-ordinates are a valued part
of the office, 12% strongly agree to this, and 7% neutral and dont have an idea and the
remaining 10% disagree that there sub-ordinates are a valued part of the office.

5.3.2. Do you feel that your Sub-0rdinates are respected and fairly treated in the
organization?

Valid Strongly
agree

70 | P a g e

Frequency

percentage

Valid Percent

Cumulative Percent

10

20

20

20

Agree

20

40

40

60

Neutral

18

18

78

Disagree

11

22

22

100

Total

50

100

100

Table: 5.3.2. Sub-ordinates are respected in Percentage

120
100

100

86

80

70

60

50
40

40
20

100100

30 30
15

30 30
15

Agree

16 16

8
Neutral

7
Disagree

10

10

14 14

Strongly disagree

Total

10

Inference:
From the total respondents 40% respondents agree that there sub-ordinates are respectable and
fairly treated in the organization 22% strongly disagree to this 18% are neutral and dont have an
idea and the remaining 40% are strongly agree that sub-ordinates are respected and fairly treated
in the organization.

2.3.3.
71 | P a g e

Morale in the office is High

Frequency

Percent

Valid percent

Cumulative percent

Strongly agree

Agree

12

24

24

32

Neutral

24

48

48

80

Strongly disagree

10

20

20

100

Total

50

100

100

Percentage
Percentage
100
16

40
1

2
2

20
3
3

24
4
4

5
5

Inference:From the total respondents 8% are strongly agree, 24% are agree and 48% are neutral and 20%
respondents are strongly disagree with the office satisfaction.

72 | P a g e

2.3.4.

Do they career goals and future prospects?

Frequency

Percentage

Valid Percent

Cumulative percent

Strongly agree

16

16

16

Agree

20

40

40

56

Neutral

10

20

20

76

Strongly disagree

12

24

24

100

50

100

100

5.3.3 Career goals and Future prospects in Percentage

Percentage
Strongly agree

Agree

Strongly disagree

Total

Neutral

8%
20%

50%

10%
12%

Inference:From the total respondents 16% are strongly agree that they have career goals and future
prospects and 40% and agree if they effort strongly than organization give chance for career and

73 | P a g e

20% are neutral they do not have any idea for that and 24% employees are strongly disagree they
said their theyre do not have such kind of opportunities for career oriented person.

2.3.5.

Do they know how their job fits into large picture of the organization?
Frequency

Percentage

Valid percentage

Cumulative
percentage

Strongly agree

Agree

20

40

40

48

Neutral

15

30

30

78

disagree

11

22

22

100

50

100

100

Table: Large picture of organization

74 | P a g e

Percent
Strongly agree
Agree

14% 10%

Neutral
16%

Disagree

30%

Strongly disagree

30%

Inference:
From the total respondents 8% who are strongly agree with organization and 40% agree, 30%
Neutral who donot have any idea about Job, and 22% employees of organization who are
disagree with it they say there have no any large picture of the organization in Job.

2.3.6.

Do they have a clear understanding of how their job performance id

measured?
Frequency

percentage

Valid percentage

Cumulative
percentage

Strongly agree

Agree

21

42

42

50

Neutral

13

26

26

76

Disagree

12

24

24

100

total

50

100

100

75 | P a g e

Table: Measurement of job performance in percentage

percentage
percentage

100

42
26

24

Inference:
From the total respondents 8% are strongly agree that they are understanding of how their job
performance is measured 42% are agree with that and 26% do not have a clear idea about their
performance appraisal and 24% are disagree with all this.

2.3.7.

Do they know how exactly of what is being expected out of them?

Frequency

percentage

Valid percentage

Cumulative
percent

Strongly agree

10

10

10

Agree

20

40

40

50

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Neutral

16

32

32

82

Disagree

18

18

100

Total

50

100

100

Table: Employee expectation in organization in percentage

Valid percentage
100%
80%
60%
Axis Title

40%
20%
0%
1

Inference:
From the total respondent 10% of respondent strongly agree that they know how exactly of what
is being expected out of them and 20%agree with them and 32% neutral in this way and only
18% employee who are not agree with it.

2.3.8.

The organization accommodates their personal needs.

Frequency

77 | P a g e

Percentage

Valid percentage

Cumulative

percentage
Strongly agree

10

10

10

Agree

15

30

30

40

Neutral

15

30

30

70

Disagree

16

16

86

Strongly disagree 7

14

14

100

Total

100

100

50

Chart: organization accommodates their personal needs

Frequency
Strongly agree

Agree

Neutral

Disagree

Strongly disagree

Total

15

50

15
7

Inference:
From the total respondents 10% of respondents are agree that the organization accommodates
their personal needs and 30% only agree with that and 30% respondents do not any proper idea
for that and 16% disagree with that but 14% strongly agree with that they say organization not
giving any convenience to its employees.

78 | P a g e

2.3.9.

The work environment in the store is friendly

frequency

percentage

Valid percentage

Cumulative
percentage

Strongly agree

14

28

28

28

Agree

27

54

54

82

Neutral

14

14

96

Strongly disagree 2

100

Total

100

100

50

Table: Friendly work environment in Percentage

100

54

28
14
4
Strongly agree

Agree

Neutral

Strongly disagree

Total

Inference:
From the total respondents 28% are strongly agree with organizational environment and 54% are
just agree with their working environment and, 14% do not have proper idea for that they are
neutral with this question and 4% employees are strongly disagree with that.

79 | P a g e

2.3.10.

Do they a positive relationship with their supervisor?

Frequency

Percentage

Valid percentage

Cumulative
percent

Strongly
agree

10

20

20

20

Agree

15

30

30

50

Neutral

12

24

24

74

Disagree

13

26

26

100

Total

50

100

100

Table: Employees relationship in Percentage

80 | P a g e

Chart Title

27
12
3
Strongly0agree

Agree

Neutral

Disagree

Inference:
From the total respondents 20% of the respondents are agree that they have a positive
relationship with their supervisor and 30% only satisfied with them and 24% neutral with
organizational relationship and 26% employee are disagree with their supervisors.

2.3.11.

There is a spirit of co-operation among staffs.

Frequency

Percent

Valid percent

Cumulative
percent

Strongly agree

16

16

16

Agree

15

30

30

46

Neutral

12

24

24

70

Disagree

15

30

30

100

81 | P a g e

Total

50

100

100

Table: Co-operation in organization in Percentage

Frequency
Strongly agree

Agree

Neutral

3%
50%

Disagree

Total

12%
8%
27%

Inference:From the total respondents 8% of the respondents are agreeing that. There are a spirit of cooperation among staffs and 15% are only agree with that concept, and 12% employees are
neutral with their idea because they do not interest in this aspect and15% of employees are
strongly disagree with their concept about co-operation.

2.3.12.

The workload and work targets are reasonable

Frequency

82 | P a g e

percent

Valid percent

Cumulative
percent

Strongly agree

Agree

21

42

42

50

Neutral

13

26

26

76

Disagree

16

16

100

Total

50

100

100

Target in Percent
Strongly agree

Agree

Neutral

3%

Disagree

Total

12%
8%

50%
27%

Interference:
From the total respondents 22% respondents are agree with target which is given by company
because it motive organization employees and force them to perform well,4% respondents are
strongly agree and 14% respondent have not any idea for this and 8% respondents are strongly
disagree with target.

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2.3.13.

The workload is distributed fairly.

Frequency

Percent

Valid percent

Cumulative
percent

Strongly agree

14

14

14

Agree

25

50

50

64

Neutral

10

20

20

84

Disagree

16

16

100

Total

50

100

100

Table: The distribution of workload in percent

60

120

50

100

40

80

30

60

Percen
t
Frequency
Cumulative percent

20

40

10

20

0
Strongly agree Agree

0
Neutral

Disagree

Total

Inference:
From the total respondents 14%respondents are strongly agree with workload distribution, and
50% respondents are just agree with this concept they say is helpful for organization and as well
as employee but 20% of respondents do not have clear idea about that and there are neutral with
this concept and 16% respondents are strongly disagree with that and they say it just increase
respondents stress for their jobs.
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2.3.14.

The sub-ordinates feel that the work timings are flexible.

Frequency

percent

Valid percent

Cumulative
percent

Strongly agree

Agree

12

24

24

30

Neutral

16

16

46

Disagree

27

54

54

100

Total

50

100

100

Table for Sub-Ordinates feel flexible with time

Chart Title
Frequency

percent
100

54
27

24
3

Strongly agree

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12
Agree

50

16

Neutral

Disagree

Total

Inference:
From the respondents only 6% respondents are strongly agree with working time, 24% are just
agree with that but 16% respondents do not have proper idea with that and 54% respondents are
disagree with working time they want some manipulation in it.

2.3.15.

Do you think attrition is influenced by their difficulty in adapting to the

organization?

Frequency

percentage

Valid percentage

Cumulative
percentage

Strongly agree

20

40

40

40

Agree

20

40

40

80

Neutral

88

Disagree

12

12

100

Total

50

100

100

86 | P a g e

Strongly agree; 15
Agree; 8
Total; 50
Neutral; 20
Disagree; 7

Inference:
From the total respondents 40% of the respondents are strongly agree that attrition is influenced
by their difficulty in adapting to the organization and 40% are just agree with them and out of
80% only 8% respondents are neutral with this concept and 6% respondents are not agree with
this they say in attrition organization difficulty is not play any role.

2.3.16.

Communication amongst the staff and the floor manager in this is

effective?

Frequency

percentage

Valid percentage

Cumulative
percent

Strongly agree

15

30

30

30

Agree

16

16

46

Neutral

20

40

40

86

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Disagree

14

14

100

Total

50

100

100

percent
Frequency

percentage

Valid percentage

Cumulative percent
100

100100

86

46
30 30 30
15

Strongly agree

16 16
Agree

50

40 40
20
7
Neutral

14 14
Disagree

Total

Inference:
From the total respondents 30% of the respondents strongly agree that communication amongst
the staff and floor manager in this store is effective and 40% are neutral and 14% are disagree
with this.

2.3.17.

The policies in the company are clearly articulated to the staffs.

Frequency

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percent

Valid percent

Cumulative
percent

Strongly agree

14

14

14

Agree

15

30

30

44

Neutral

19

38

38

82

Disagree

Total

50

100
100

100

Company policies
Strongly agree; 5%
Agree; 24%
Total ; 50%
Neutral; 10%
Disagree; 11%

Inference:
From the total respondent 7% respondents are strongly agree with company policies and only
15% respondents are agree with their company policies and 19% respondents are neutral with
company they say they do not have any idea with policies and 9% respondents are disagree with
company policies.

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2.3.18.

The Office has policies supportive to the staff.

Frequency

percent

Valid percent

Cumulative
percent

Strongly agree

10

10

10

Agree

24

48

48

58

Neutral

10

20

20

78

Disagree

11

22

22

100

Total

50

100

100

100

100

80

100100

78

60

48 48

58

40
5 10 10 10

20

50

24
10

0
Strongly agree

Frequency

Agree

percent

20 20
11
Neutral

Valid percent

22 22

Disagree

Total

Cumulative percent

Inference:
From the total respondents 48% respondents are agree that the office has policies supportive to
the staff and 20% are neutral and 11% of respondents are disagree with the policies and only
10% respondents are strongly agree with office polices.

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2.3.19.

The sub-ordinates received a thorough orientation about their job and

office when they joined.

frequency

percent

Valid percent

Cumulative
percent

Strongly agree

10

20

20

20

Agree

20

40

40

60

Neutral

10

20

20

80

Disagree agree

10

20

20

100

Total

50

100

100

Chart Title
#REF!

Percent
44

32
22

Strongly agree

Agree

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3
Neutral

4
Disagree

Inference:
From the total respondents 20% of respondents are strongly agree that there sub-ordinates
received a through orientation about job and office when they joined and 20% are neutral on that
and 20% are strongly agree for that and 20% are disagree for that.

2.3.20.

The training programs were effective in improving their productivity.

Frequency

percent

Valid percent

Cumulative
percent

Strongly agree

12

24

24

24

Agree

15

30

30

54

Neutral

13

26

26

80

Disagree

10

10

90

Strongly disagree 5

10

10

100

Total

100

100

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50

Percent
Percent
44
32
22

2
Strongly agree

Agree

Neutral

Disagree

INFERENCE:
From the total respondents 24% of the respondents are strongly agree that the training
program were effective in improving productivity and 30% respondents are only agree
with training program is effective and important but out of 100% respondents 26%
respondents are neutral with that they say they do not have exact idea regarding it and
20% respondent are not agree with training program.

2.3.21.

The compensation paid to me is fair when compared to the companies in

the same industry.
Frequency

percent

Valid percent

Cumulative
percent

Strongly agree

Agree

11

22

22

30

Neutral

13

26

26

56

disagree

16

32

32

88

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Strongly
disagree

12

12

Total

50

100

100

100

compensation
Strongly agree; 2%
Disagree; 22%

Agree; 32%

Neutral; 44%

Inference:
From the total respondents 8% of the respondents are agree sub-ordinates received a through
orientation about their job and office when they joined and 22% are only agree with
compensation which is paid to them and 26% neutral they say they do not have proper idea
regarding their compensation, 32% respondents are disagree with it and 12% respondents are
strongly disagree with company compensation.

2.3.22.

In General, They are satisfied with the organization.

Frequency
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Percent

Valid percent

Cumulative

percent
Strongly agree

Agree

16

32

32

34

Neutral

22

44

44

78

Disagree

11

22

22

100

Total

50

100

100

Percent
Percent
44
32
22

Strongly agree

Agree

Neutral

Disagree

INFERENCE:
From the total resonances 2% strongly agree of the respondents and 32% of respondents are just
agree with organizational satisfaction and 44% respondents are neutral with that they say their do
not have clear idea regarding that and 22% of respondents are disagree with organizational
satisfaction.

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2.4.

Major reasons for attrition-Freidmans Test:

By means of Friedmans test we have determined the top 5 reasons for attrition and the following
are the results of this test. The top reason cited for attrition has been selected as the independent
variable for the study.
Reasons for attrition

Friedmans Test result

Better opportunity

2.78

Marriage

6.34

Long working hours

3.05

Less salary

1.85

Sickness

6.34

Company policies

6.37

Work pressure

3.95

Leave

5.32
Table: 4.4.1. Reasons for attrition using Freidmans Test

5.5

Reduce Employee Turnover

Employee attrition is a costly dilemma for all organizations.

Control attrition with effective communication - build strong, high-performance teams.
5.5.1. Is ATTRITION important to your organization?
Employee attrition costs 12 to 18 months salary for each leaving manager or professional,
and 4 to 6 months' pay for each leaving clerical or hourly employee. According to a study by
Ipsos-Reid, 30% of employees plan to change jobs in the next two years. Do the math and
discover how much your company may pay for attrition.

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Although employee turnover can help organizations evolve and change, an American
Management Association survey showed that four out of five CEOs view employee retention
as a serious issue for organizational success. If managers know the real causes of attrition,
managers can control attrition and retain employees. Each retained employee can save money
and lead to better

5.5.2. Why Employees Leave?

Most employees leave their work for reasons other than money and your organization can
correct these reasons. Most leaving employees seek opportunities that allow them to use and
develop their skills. Leaving employees want more meaning in their work. They often
indicate that they want to use their qualities and skills in challenging teamwork led by
capable leaders.

Managerial staff cite career growth and leadership as the major factors that
influence attrition and retention, together with opportunities for management
ability of top management use of skills and abilities and work/family balance

Professional employees cite concerns about supervisory coaching and counseling,

company direction and interesting work

Clerical employees voice concerns such as type of work, use of skills and
abilities and opportunities to learn

Hourly employees notice whether they are treated with respect, have capable
management and interesting work

5.5.3. Employee Orientation:New employees who attend a positive orientation program are 70% more likely to be with
the company three years later (Corning Glass).

5.5.4. Mergers/Acquisitions
Lee Hecht Harrison, a HR consulting firm, advises, "Far more employees will leave
following a restructuring than are laid-off or terminated as a result of downsizing. This lost
talent, and cost can be minimized through good communication."

5.5.5. Exit Interviews

Exit interviews provide an excellent source of information of internal problems, employees'
perceptions of the organization, underlying workplace issues, and managers' leadership
97 | P a g e

abilities.

5.5.6. Ineffective Managers

High employee turnover can be recognized and properly attributed to poor managerial
performance, emotional intelligence and ineffective leadership. Poorly selected or improperly
trained managers can be expensive...
A Workforce Magazine article, "Knowing how to keep your best and brightest," reported the
results of interviews with 20,000 departing workers. The main reason that employees chose
to leave was poor management. HR magazine found that 95 percent of exiting employees
attributed their search for a new position to an ineffective manager.

5.5.7. Hire attitude; Train skills

We can help you hire and inspire appropriate employees ...

Build positive, friendly, teamwork attitudes and commitment to customer services

Help new employees feel comfortable as they participate as valued team members

Provide periodic refresher courses to maintain team purpose and functionality

Apply Expert Modeling to rapidly transfer expert skills within a workforce

5.5.8. Reduce Attrition: Managers and Professional Employees

We can help you adjust your company vision and manager's performance reviews to reflect
employee turnover, and provide mentoring and interpersonal training to inexperienced
managers.

Develop and communicate a strong strategic vision

Provide relationship coaching and help people develop to their potential

Reward managers for their relationship skills - not only on technical know-how and
financial results

People dont leave jobs, they leave managers! Replace managers who will not
develop relationship skills

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5.5.9. Reduce Attrition: Clerical and Hourly Employees

We can help you communicate. Most employees want to know more about their work. We
can explain each process and help employees understand the importance of their work. Your
employees will become more knowledgeable about their effectiveness. Here are a few
ways ...

Compliments and thanks cost little and can bring great benefits

Let employees know that their opinions are valuable

Keep employees informed - don't let them hear important news through rumors

Update employees with technical information

Address staff by their first names

Publicly praise what the employee has accomplished and say why it was important

Criticize privately about what the employee can do better and explain how to do it
better

Create community with activities such as informal meals or events outside work

Involve employees in organizational planning

Titles cost little and remind employees that they are valuable

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How to Calculate Employee Turnover:Costs of Employee Turnover

In our first post on the costs of employee turnover, you learned why hanging onto your
employees is important to the financial well-being of your organization, as long as those
employees are a good fit.
In part 2, I will show you some twists and variables on those calculations that you must
make to see the full picture that employee turnover in your organization is telling you. I will
also cover a few of the many variables that can affect your turnover rate and affect how you
choose to interpret results of your employee turnover calculations.

Beyond just looking at your overall employee turnover rate, taking the time to look closely at
certain segments of your organization will provide you even more insights into your
organizations health.
For example, you could focus on employees who leave in the first-year of employment. From
hiring to firing to replacement, losing employees in the first year can be costly.
Some employee replacement costs include:

sourcing (how you find applicants and how they find you)

interviewing

hiring expenses

On-boarding costs include:

training the new employee

acculturation of the employee to the organizations culture and expectations

Employee separation costs include:

unemployment compensation

COBRA benefit continuation costs

conducting exit interviews

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As a side note, effective orientation programs in the first several months after a hire have been
proven to have a direct, positive impact on the employees choice to stay with the organization.

Qus. How to Calculate Employee Turnover by Month?

Lets revisit an employee turnover calculation I explained in my previous blog: monthly
turnover. This turnover calculation can be used to learn more when employees leave in their first
year.
To calculate monthly employee turnover rates, divide the number of employee separations in one
month by the average number of active employees at the worksite during the same period. Well
say we have one site of operations.

For example, lets say we lose four employees out of 200.

That gives us an employee turnover rate of 20 percent. What if we repeated this employee
turnover calculation to highlight the turnover rate just in the new hires, not in the whole
company, over the course of a year?

Qus. How to Calculate Employee Turnover Rates within the First Year?
Have you wondered if employees leaving in less than 12 months have a bearing on your
business? What about on your business practices? You can learn both by learning about first year
employee turnover.
To compute this, divide the total number of employees who leave in less than one year by the
total number of employees who leave in the same period.
Heres what the formula looks like:

Now to pull numbers into our formula for first year employee turnover:

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Qus. What Can Employee Turnover Calculations Tell You About Your
Organization?
How do 26.7 percent first-year employee turnover rates compare to the industry standard, or to
your local area? If it is consistent with those measures, your organization may be fine.
The following questions and answers will be important to note and act on, regardless if 26.7
percent is a good number or a bad one.

If 26.7 percent is higher than your overall employee turnover rate, the industry standard,
or the standard turnover in the area, you might want to review your selection or onboarding process.

For instance, what questions were asked when the employee was hired? Did the questions relate
to the job? If not, they may have set up the application for the job to be quite different than the
job really is. If so, why was that done?

Did those who sorted applicants by their responses understand what skills the job
required? Did they end up looking for or finding the wrong things?

Did the employee get an orientation? Was the employee made to feel comfortable in the
organization after the orientation? Why or why not?

How did the employees supervisor interact with the employee?

How did the existing workforce interact with the new employee? With acceptance and
assistance, or with a cold shoulder? How did the supervisor react to that? Did the
supervisor take any steps in response to the workforce interaction with the new
employee?

Inference:
From the Freidmans ranking method, the top 5 reasons for employees leaving the company, as
per the order are;
1. Less salary
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2. Better opportunity outside

3. Long working hours
4. Nature of work and working condition
5. Lack of co-operation
6. Conflict inside of organization and
7. Work pressure and leave

It is also critically important to recognize that, when employees indicate the intention to leave,
they generally do- this means that attrition can be predicted through survey measurement, which
gives employees an important window of opportunity to foresee and address talent loss within
specific departments so as change the environment that is causing employment that is causing
employees to leave.

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CHAPTER 6

FINDING, CONCLUSION
AND RECOMMENDATION

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FINDING
BMTC Branch:
The attrition rate was high in the Big Bazaar BMTC in the year of 2011. Because of lots of
competition is here after inflation lots of opportunities are available here and each and every
person want more and more salary than their ability. Every organization tries to Negotiate with
their employee so they give less salary/wages to their employees.
The Attrition rate for the year is approximate 13%. In general, the staffs selected for job roles
viz. Salespersons, Cashiers, beauticians, Insurance marketing personnel, Maintenance personnel
require a PUC graduation or lesser, their need for change to a different job role. So. They have a
lot of options and opportunities to choose within and outside the industry. So, it was found that in
this store staffs had work experience of a completely different job role in the past and therefore
they so not mind shifting to a different one as wider options exist.

My learning from Big Bazaar

Draw the organization structure for People Office in Big Bazaar and write in brief about the roles
and responsibilities at each level?
Reflect & learn
Human capital is considered to be the most valuable asset in any organization. People need to be
nurtured, developed, motivated and rewarded so as to ensure business growth. Therefore the
People Office department should ensure that they attract, develop and retain the kind of people.

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Organization structure of Big Bazaar and roles and responsibilities are discuss above in Chapter
no. 4.
To learn and understand the function of People office in Big Bazaar
People Office in Big Bazaar is most important part for both like employer and as well as
employees because both are internally related by each other. Each and every work, responsibility,
deities, and their activities are completely controlled by employer and Executives. All code and
conduct is followed by employees and employee but its handle by People Office and employees
discipline, grooming stander, Doctor visiting, pay role, absent sum, Saturday meeting, uniform,
leave card, and comp-of slips, attendance register, recruitment and placement, performance
appraisal, key result area (KRA), Performance Evaluation Review key (PERK), Birthday card,
reward and recognition, punishment, and after these activities there have some other so many
small activities, which is very important and help full for organization.

Manpower planning and Budgeting

Conceptual understanding:
The aim behind manpower planning and budgeting is to have the right number of people to work
so as to improve productivity and reduce cost.
To understand the role of manpower planning and budgeting in an organization.

You decide on the manpower for a store.

Manpower for a store is decided according to area of store and department of store.
Which is planned by Kishor Biyani and Kartha of Big Bazaar and they follow the concept of
Wall mart. Some department of Big Bazaar like Fruits and vegetable, Grosser, Fast consuming
products and international product are so mush important and crowded area there so there have
large number of employee and in jewelers and beauty field there have less number of employees.
Big Bazaar also follow some latest formula for manpower planning which is already discuss
above.

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 The recruitment done in a store.

Recruitment done by Big Bazaar: Basically Human resource management in Big Bazaar like
internal recruitment they call all employees and inform they have some such types of vacancy
and post. The basic salary is that. If any employees have any friend, relative or colleagues they
call for interview. And some time when they did not get a right employee or candidates then only
they go for outside of recruitment like advertisement
They call their employee and give pamphlet to distribute it or posted in on the wall
They leave some advertisement on net who ever are interests they can come for interview or
apply for those jobs.
Big Bazaar have some consultancy who give direct employees to them and Big Bazaar is not
giving a single rupees to them they have some management strategy and they are getting money
from them. And supply manpower to Big Bazaar.

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Draw a typical store structure for employees in Big Bazaar?

Operations
(Store Head)

Food DM General Merchandise

Home solutions DM Apparels DM Home Fashions DM

Assistant Department Manager

Assistant Department Manager Trainee Team leader

Team Members

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 How many times in a week does the doctor visit the store.
Doctor in Big Bazaar is basically visit in one times in a week and is in Saturday. After check up
they give full information to Human Resource manager regarding employees health status like
Bode pressers, weight, Stress, and some health related information which is helpful in
management for salary and insurance.

The uniforms and other accessories that are issued to an employee

when he/she joins Big Bazaar.
Big Bazaar has some different uniform for each department like Fruits and vegetable, crockery,
cloths, beauty and health, insurance persons,
For
Fruits and Vegetable: orange tops, black trouser, belt, shoes, socks,
Health and beauty: Black tops, Black trouser, Belt, Shoes, Socks
Cosmetics: white tops, Black trouser, Belt, Shoes, Socks, some cosmetics and some makeup
pack etc.
Garments: Yellow tops, Brown Trouser, belt, shoes, and socks
Insurance: only Red top
Every employees get 2pairs of uniform for daily use

Process of issuing Employees Identity cards for staff in a store

For employees Identity cards when an employee is going Gurukul training or any training than
Big Bazaar provides their own photo id with grew color belt. And when an employee join the
company than Big Bazaar provide only ID that is not Photo ID and not original one just for
formality with red or orange belt but most necessary for every employees of organization.

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 The grooming standards on the floor and how are they monitored.
When new candidates join the company than HR of organization inform them to hand over their
mobile in basement and maintain daily register for attendance. After that they say you are in this
or that department he or she is your team leader and that person is your Directing manager he/she
will guide and you have to deal with customer and be polite while dealing with them. Their shoes
must be police and uniform in proper way and ID is most important.

Fun zone and what are facilities are provided there?

Fun zone is a big size of room and there have some convenience which is given by Organization
to their employees so they can take rest when they feel tired or ill. They have their breakfast,
lunch there in Fun zone. After that there have some extra activity like some game and
motivational program. All employees have their tea and coffee in fun zone. In side of Fun zone
they have some lock or locker room so they can keep their good or lunch whatever they want and
there have a lock in the hand of employees.

The weekly are offs managed at stores for employees.

Weekly offs in Organization is decided by Human resource manager and Managing Director of
the department. Every employees get a day off and there is planning for weekly off which
employees will get which day offs and who will work so organization will not be affected by
them and their work.

The policy for store staff for working for extra hours and on holidays?
For each day extra work they are getting some extra money when an employees work some more
hours they are also getting some money which is decided by Organization Human Resource
Manager, Kishor Biyani and Kartha of Big Bazaar according to time and according festival. They
give monetary convenience to them. So they can get proper value for their work.

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 The incentives (PERK) given to employees for target achievement?

Every organization has some target which is decided by organization management and CO of
organization. If any department will get more than their target than they will get PERK and each
employee are getting PERK according to their salary. Whatever is given by organization to them
as a PERK? PERK is given by employee to department according to their profit and department.

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CONCLUSION

From our detailed analysis, the attrition rate was determined to be (11.26%) respectively. From
our analysis we have determined the current average attrition rate to be 13% per month. The
Major reasons responsible for attrition were sees salary (when compared with the market
standers), better opportunity elsewhere in the market place, long working hours, work pressure in
various departments and string leave policies. Some of the primary data collected through
interview with the store managers of individual units revealed information such as termination
due to integrity issues, in disciplinary attitude of staffs, harassment issues.

Attrition have both good as well as bad effect according to employees when a prospective
employees leave the organization than it has negative effective and when a non prospective
employees leave the organization than it has positive effect so it is good under limitation but
when it become more than it has only bad effect.

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RECOMMENDATIONS

After my project I would like to recommend that Big Bazaar is really big organization and their
have need some improvement so they can get success like little bit change in their discipline and
give some convenience to their employees. Cost the company is very less and when some
employee performing well they do not give some reward to them thats why the good and
prospective employees always like to leave their company and go for another Organization and
another job so they can understand their value and they can use their talent and hummers they
always expecting more and more salary and responsibility and competition in their carrier.

They can provide the best opportunities to each and every one so they think like they are a part
of organization and the organization always take care about them.

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BIBLIOGRAPHY:
References and bibliography:

Big Bazaar BMTC Executive.

Employees of Big Bazaar and HR Manager

IT MNCs maintain R&D expansion spree in India

Global IT majors in contest over $1 billion Bharti Aortal outsourcing deal

Over 30 IT, BPO govt. contracts face cancellation, renegotiation risks in the UK

Amazons proposed call centre to enhance Cape Towns economy

Leading Indian tech firms to revise stratagem for European market

Philippines BPO sector attains 50% target, revenues touch $4.7 billion

TCS decides to step into Peruvian market

Infosys shuts down BPO unit in Bangkok, shifts work to India, China

ILO stresses on need to ensure decent job conditions in BPO industry

Insurance broker Aon to acquire Hewitt for $4.9 billion

Unprofitable Contracts/Market Consolidation to Push 25% of BPO Vendors Out of

Business.

Uma Sekaran, Research methods for business, (4th edition; Wiley publications)
R. Nanda Gopal ET. Al. Research methods in business, (1st edition; New Delhi; excel
books).

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Charles R. Green, Strategic Human Resource Management, (2nd Edition; New Delhi;
Pearson education)
V S P Ray, Human Resource Management, (2nd edition; New Delhi; Excel Books).

ANNEXURE

Questionnaires:
The following are a few typical Questions asked in Employee Satisfaction
Survey:-

I am Aysha Parveen student of IIBS, conducting a study on Employee satisfaction

and attrition viz., Big Bazaar. Please fill in the following questionnaire to help me
in my survey.
Personal Profile
Customers Name: Gender: -

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Ph No: Male

Female

Email: -

Age

:-

Below 16

16-25

26-35

36-45

Above 45
Monthly Income Level:

None

Below Rs.10000

Rs.10000

Rs.20000
Rs.20000 Rs.30000

Above Rs.30000

Educational Qualification:

SSLC

PUC

Degree

PG

PhD
Occupation:

Student

Working in Pvt. / Govt. Company

Academician

Housewife

Business Man
Self

Employed

1) How long u r working in Big Bazaar?

Once year
Two year
Five year

Above five year

2) What is the reason for come to join Big Bazaar?

Salary

Carrier growth

Near to your House

Brand

Opportunity
Others (Please specify)___________

3) Do you think that Big Bazaar is really a good organization?

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Yes

No

4) What is that part that distinguishes Big Bazaar from other retail stores?
Quality

Price

Offers

Location

Convenience
Others (Please specify)___________

5) How do you find the salary in Big Bazaar?

Very High

High

Reasonable

Low

Very Low

6) Do you compare the salary of Big Bazaar with other retail stores?
Yes

No

7) Do you think your subordinate is a valuedpart of the organization?

Yes

No

8) Do you wait for the offers to other organization?

Yes
No

9) Do you feel your sub ordinate are respected and fairly treated in organization?
Yes

No

10) What is the morale in the office?

Low

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High

Average

11) Do they career goals and future prospects?

Yes

No

12) Do they career goal and future prospects?

Yes

No

13) Do they know how their job fits into large pictures of the organization?
Yes

No

14) Are you satisfied with your job in Big Bazaar?

Yes

No

15) The work environments in store are friendly?

Yes
No

16) The subordinate feel that the work timing is flexible?

Yes

No

17) There is a spirit of co-operation among staff?

High

low

No

18) Do they have positive relation with their supervisior?

Yes

No

19) The Work load and work target are reasonable?

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Yes

No

20) Do they have a clear understanding of how their job performance is measured?
Yes

No

Thank you

Articles:
Turnover, retention, and employment relationship in future group. Team Development, Aylin and
Webber, Vol. 7 pp, 161-171.
,A conceptual model of labour turnover retention and,international human resource development
Jonathan winterton 7:3 (2004), pp.371- 390.
Miles M. Finney and janet E. Kohlhase, The effect of urbanization on labour turnover, Journal of
Regional Science, Vol, 48, No. 2, 2008, pp, 311-328.
Muhammad sani Umar, None work Factors and labour Turnover among Female Employees in
Kebbi state civil service, Bangladesh e-journal of Sociology. Volume 4, Number 2, July 2007.
Smith et al, labor turnover and management retention strategies, international Journal of human
Resource Management 15:2 March 2004. 371-396
Life story of Kishor Biyani: which is written by Kishore Biyani it is Biography. Where he has
written is basic concept and idea about Indian Retail sector.

WEBSITES:
www.futurebytes.com
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www.search.ebscohost.com
www.citehr.com
www.futuregroup.com
www.pantalooneretail.com

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