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(Assistnat Professor)
(SMS) Lucknow
Page 1 of 119
PREFACE
Page 2 of 119
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 one month as a Marketing trainee.
To find the basic problem of Customer Relationship and
attrition. To find the attrition rate for the current year at
Big Bazaar 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 in the year of
2015. Because of lots of competition is here after inflation
lots of opportunities are available here and each and
Page 3 of 119
CHAPTERS
CONTENTS
PAGE NOS.
9-20
1
BRAND SPAR (MAX) HYPERMARKETS
Page 4 of 119
2.
INTRODUCTION
20-25
REVIEW OF LITERATURE
25-38
RESEARCH METHODOLOGY
39-57
3.
4.
5.
ANALYSIS & INTERPRETATION OF DATA
6.
58-95
95-100
BIBLIOGRAPHY
100-106
ANNEXURE
106-110
7.
8.
Page 5 of 119
LIST OF TABLES
SL NO.
DESCRIPTION
PAGE NOS.
1.
21
2.
ORGANIZATIONAL STRUCTURE
22
3.
28
STRUCTURE
4.
5.
PROFILE OF COMPANY
Page 6 of 119
50
57
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
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
Page 8 of 119
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.
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
Page 9 of 119
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, 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 30 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 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.
Page 10 of 119
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
- 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 stain free with Scotchgard,
a new range of formal shirts and trousers.
2001
-Retail major Pantaloons have forged an alliance with Arvind Mills for
the supply of fabric and apparel for its in-house brands.
-Finalized a leasing deal to occupy 50,000 sq ft of space for Rs 25lakh
Page 11 of 119
2002
-Pantaloon Retail India Ltd has informed that the Board of Directors
of the company has allotted 40 lack 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
Page 12 of 119
2004
Page 13 of 119
-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
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 specialized course in retail management
-Pantaloon joins 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 up to
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
Page 14 of 119
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
centers and Authorized After Sales Service Centers for mobile
handsets in India.
Managing Director
Director
Independent Director
Independent Director
Independent Director
Independent Director
Independent Director
Independent Director
CEO - Retail
Anshuman Singh
Damodar Mall
Hans Udeshi,
Hemchandra Javeri,
Kailash Bhatia,
Madhumati Lele,
CEO - Services
Rajan Malhotra,
Sadashiv Nayak,
Sanjeev Aggarwal,
CEO - Pantaloons
Vishnu Prasad,
Page 16 of 119
Mar '10
Mar '11
Mar '12
Mar '14
Mar'15
12 mths
12 mths
12 mths
12 mths
12 mths
6,316.66
4101.64
6,987.82
11,577.44
0.00
0.16
0.00
0.00
6316.66
4,101.48
6,987.73
11,577.44
Income
Sales Turnover
Excise Duty
Net Sales
Other Income
Stock Adjustments
Total Income
10,341.92
0.26
10,341.66
73.74
16.34
284.30
58.40
127.24
-783.88
494.15
395.93
23.07
411.98
5,606.52
4,611.97
7,667.96
11,658.91
10,880.88
3,305.63
3,143.91
4,840.97
8,521.02
7,820.61
Expenditure
Raw Materials
Power & Fuel Cost
Employee Cost
Other Manufacturing Expenses
Selling and Admin Expenses
Miscellaneous Expenses
Preoperative Exp Capitalized
Total Expenses
83.20
71.44
126.37
180.78
176.69
280.18
214.47
336.31
423.94
381.87
15.94
21.55
0.00
0.00
1,047.22
0.00
0.00
10.00
200.17
746.83
1303.71
1,435.02
0.00
0.00
0.00
0.00
4,932.34
4,176.65
6607.36
10,560.76
0.00
0.00
1,258.4
0.00
9,637.60
Period
To
Instrument
Authorized Capital
Issued Capital
- PAI D U P-
(Rs. cr)
(Rs. cr)
Shares (nos)
Face Value
Capital
2014
2015
Equity Share
100
82.86
414197702
82.84
2013
2014
Equity Share
100
46.32
231582591
46.32
2011
2012
Equity Share
100
46.32
231582591
46.32
2010
2011
Equity Share
60
43.42
217071691
43.41
Page 17 of 119
2009
2010
Equity Share
60
41.23
206142873
41.23
2008
2009
Equity Share
60
38.07
190320673
38.06
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.
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:
Page 18 of 119
Operation manager
Department manager
Team leader
Store
Manager
Kartha
Sales and
Machinery
Manager
Page 19 of 119
Assistant
Structure
Manager
Assistant
store
Manager
Assistant
Store
Manager
Mens Wear
plastic
Live Kitchen
Ladies Wear
Utensils
Foot Wear
Kids Wear
Crockery
Food Navar
Home Fashion
Home Dcor
NBD
Noon Food
Electronic
Staple
Dakshin Sagar
Luggage
Furniture
others
Kamal Khan
Manjunath
Assistant
Store
Hari Babu
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
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 that can
compete with Big Bazaar because
Page 20 of 119
Spencer 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.
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 Sharaganj
Reliance Store: Reliance store is also a small store there has limited service and product
he is not completely able to compete Big Bazaar.
These are the basic reason by which Big Bazaar is getting success continuous without any
obstacle.
4.8.
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 etc,
All of these states have so many branches of Big Bazaar and all Branches are handling by Kishor
Biyani and Kartha.
Page 21 of 119
INTRODUCTION OF TOPIC
INTRODUCTION
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 dissatisfied person holds negative feelings. When people speak of employee
attitudes, they usually mean job satisfaction.
Customer Relationshipand 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
surrounding employee satisfaction, and can be great tools to identify specific problems leading to
lowered morale.
Page 23 of 119
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.
Page 24 of 119
INDIVIDUAL
ORGANISATIONAL
OTHERS
Role Related
Peer pressure
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
managers of Big Bazaar Lucknow, Sharaganj and their HR managers), we have formulated the
questionnaire base on these broad areas.
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 Customer Relationship 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.
1.3 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,
Page 26 of 119
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 countries in world thats by 2020.
Its delivering everything, 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,
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.
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, Loot Mart, Hometown and
Central. The Big Bazaar has several stores located all over the India, among that Uttar Pradesh,
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.
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. Future Bazaar 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:Type
Industry
Founded
Headquarters
Area served
Key people
Products
Parent
Website
Page 29 of 119
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.
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
the consumers insight, has inculcated the habit of observing, understanding customers
behavior, 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.
Page 30 of 119
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
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.
Page 31 of 119
3. Apparels:
4. Wellness department:
This department comprises of cosmetics and a pharmacy-Fit and healthy. Fashion and
Fashion shy
5. Additional Business:
Page 32 of 119
REVIEW OF LITERATURE
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.
Page 33 of 119
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 are 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 2.5 million jobs by 2015, according to an Associated
Chamber of Commerce and Industry study.
3.2 Literature Search:
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
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.
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 Compare corrosion 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
[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
Physical wear
Attrition (dental), the loss of tooth structure by mechanical forces from opposing teeth
Attrition warfare, the military strategy of wearing down the enemy by continual losses in
personnel and material
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.
Page 37 of 119
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.
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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.
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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.
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.
Page 40 of 119
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.
Page 42 of 119
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
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
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
Page 43 of 119
Between recruitment and re-training, attrition is not good for the city.
News from www.pantagraph.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
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
Page 44 of 119
"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
Page 45 of 119
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.
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.
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:
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
To
estimate
employees,
start
the
off
and
cost
by
of
looking
development
training
at
and
the
cost
cost:-
developing
of
new
new
hire
orientation. This will mean direct and indirect costs, and can be largely classified under the
following heads:
Training materials
Technology
Page 47 of 119
Employee benefits
Trainers time.
C.
Administration
cost:-
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
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
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.
Page 49 of 119
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
average, an average rate of employee turnover of 25 percent and the cost associated with
turnover equivalent to one-time salary.
Page 50 of 119
RESEARCH METHOLOGY
2.1. Objective of studies
There have basically two types of Objective for which purpose I have chosen this topics.
organizational goal.
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.
2.1.
Scope of Studies
organization.
To check the level of satisfaction, high moral/ low morale, communication,
2.3.1. Observation:
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
poured up
Some of the respondents felt difficult in comprehending the questionnaire
especially those rotated to ordinal scale, which involve raking factors as per 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.
Page 52 of 119
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:
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.
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.
Population taken for the study is the Assistant Department Managers (ADM) 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 Sharaganj: - 50
Big Bazaar Faizabad Road: - 10
Big Bazaar Phoenix United Mall: - 10
Big Bazaar Inox Mall: -20
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 obtained results, findings and suggestions can be done. The statistical tools used in this
project for analysis are
Friedman Test
Simple percentage analysis
Page 54 of 119
Page 55 of 119
Page 57 of 119
Newly Joined
10
9
12
23
11
23
24
22
25
27
23
26
Attrition%
13.50%
10.95 %
10.36 %
11.67 %
12.24 %
7.140 %
12.36 %
10.72 %
10.86 %
14.22 %
16.33 %
15.93 %
40
28
27
23
23
23
35
32
30
28
23
24
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.
(13
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
October
November
December
January
February
March
Page 58 of 119
April
8
118
14
6.78
13
116
23
11.20
19
120
21
15.83
13
145
19
8.97
178
17
4.49
May
June
July
August
Average Attrition Rate in Big Bazaar Faizabad Road (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
2.8
2.5
2.4
Category 1
Category 2
Series 1
1.8
Category 3
Series 2
Category 4
Series 3
Table: 5.1.2 Monthly Attrition Analysis at Big Bazaar at the Big Bazaar Faizabad Road
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.
Attrition
Head count
Newly Joined
Attrition %
January
29
18
6.38
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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
4.5
4.4
4.3
3.5
3
2.4
2.5
2
Category 1
Category 2
Series 1
2.8
1.8
Category 3
Series 2
Category 4
Series 3
Inference:
The Attrition Rate for Big Bazaar phoenix United Mall 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.
Page 60 of 119
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 store HR MS. Neeraj 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
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.
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Employees work well together to solve problems and get the job done.
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
Page 63 of 119
Compensation
Benefits
Working conditions
Training
Staffing levels
Safety concerns
Page 64 of 119
Sharaganj
Inox Mall
Faizabad Road
Strongly agree
12
17.6
Agree
34
32
70.6
Neutral
20
44
11.8
Disagree
25
22
Strongly disagree
Phoenix United
100
Frequency 5
Percentage 10
Valid percentage 10
To
ta
l
D
is
ag
re
e
Ag
re
e
Cumulative percentage
10
Page 65 of 119
Inference:
According to graph 12% employee of Sharaganj is strongly agree, 34% only agree with
organization, 20 % neutral and 25% disagree and only 9% employee of Big Bazaar Sharaganj 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
100
100
86
80
70
60
40
20
100100
30 30
15
50
40
30 30
15
Agree
16 16
8
Neutral
Disagree
5
10
10
14 14
Strongly disagree
10
Inference:
Page 66 of 119
Total
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?
Frequency
percentage
Valid Percent
Cumulative Percent
Strongly agree
10
20
20
20
Agree
20
40
40
60
Neutral
18
18
78
Disagree
11
22
22
100
Total
50
100
100
Page 67 of 119
120
100
100
100100
86
80
70
60
50
40
40
30 30
30 30
15
20
0
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.
Frequency
Percent
Valid percent
Cumulative percent
Strongly agree
Agree
12
24
24
32
Neutral
24
48
48
80
Strongly disagree
10
20
20
100
Page 68 of 119
Total
50
100
100
Percentage
Percentage
100
40
16
20
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.
2.3.4.
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
Page 69 of 119
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
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
Page 70 of 119
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 do not 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.
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
Page 71 of 119
Page 72 of 119
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.
Frequency
percentage
Valid percentage
Cumulative
percent
Strongly agree
10
10
10
Agree
20
40
40
50
Neutral
16
32
32
82
Disagree
18
18
100
Total
50
100
100
Page 73 of 119
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.
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
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Page 75 of 119
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.
2.3.9.
frequency
percentage
Valid percentage
Cumulative
percentage
Strongly agree
14
28
28
28
Agree
27
54
54
82
Neutral
14
14
96
100
Strongly disagree 2
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Total
50
100
Page 77 of 119
100
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.
2.3.10.
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
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Total
50
100
100
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.
Frequency
Percent
Valid percent
Cumulative
percent
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Strongly agree
16
16
16
Agree
15
30
30
46
Neutral
12
24
24
70
Disagree
15
30
30
100
Total
50
100
100
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.
Page 80 of 119
2.3.12.
Frequency
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
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strongly agree and 14% respondent have not any idea for this and 8% respondents are strongly
disagree with target.
2.3.13.
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
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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.
2.3.14.
Frequency
percent
Valid percent
Cumulative
percent
Strongly agree
Agree
12
24
24
30
Neutral
16
16
46
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Disagree
27
54
54
Total
50
100
100
100
Chart Title
Frequency
percent
100
54
27
24
3
Strongly agree
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.
Frequency
percentage
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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
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.
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2.3.16.
Frequency
percentage
Valid percentage
Cumulative
percent
Strongly agree
15
30
30
30
Agree
16
16
46
Neutral
20
40
40
86
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.
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2.3.17.
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%
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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.
2.3.18.
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
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100
100
80
100100
78
60
48 48
58
40
5 10 10 10
20
50
24
10
0
Strongly agree
Frequency
Agree
20 20
11
Neutral
percent
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.
2.3.19.
frequency
percent
Valid percent
Cumulative
percent
Strongly agree
10
20
20
20
Agree
20
40
40
60
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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
Neutral
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.
percent
Page 90 of 119
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
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.
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2.3.21.
percent
Valid percent
Cumulative
percent
Strongly agree
Agree
11
22
22
30
Neutral
13
26
26
56
disagree
16
32
32
88
Strongly
disagree
12
12
100
Total
50
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
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regarding their compensation, 32% respondents are disagree with it and 12% respondents are
strongly disagree with company compensation.
2.3.22.
Frequency
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
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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.
2.4.
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
Better opportunity
2.78
Marriage
6.34
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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
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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
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
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Help new employees feel comfortable as they participate as valued team members
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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
Compliments and thanks cost little and can bring great benefits
Keep employees informed - don't let them hear important news through rumors
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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
Titles cost little and remind employees that they are valuable
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
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.
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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
unemployment compensation
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.
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.
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?
Ques. 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:
Ques. 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 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
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.
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.
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.
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,
duties, 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,
Page 104 of 119
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.
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.
Operations
(Store Head)
Team Members
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 grooming standards on the floor and how are they monitored.
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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.
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.
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.
RECOMMENDATIONS
After my project I would like to recommend that Big Bazaar is really big organization and there
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.
BIBLIOGRAPHY:
References and bibliography:
Over 30 IT, BPO govt. contracts face cancellation, renegotiation risks in the UK
Philippines BPO sector attains 50% target, revenues touch $4.7 billion
Infosys shuts down BPO unit in Bangkok, shifts work to India, China
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).
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:-
Ph No: -
Gender: Age
Male
:-
Female
Below 16
16-25
Email: 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
Academician
Housewife
Employed
How long u r working in Big Bazaar?
Page 115 of 119
Business Man
Self
Once year
Two year
Five year
Carrier growth
Brand
Opportunity
Others (Please
specify)___________
2) Do you think that Big Bazaar is really a good organization?
Yes
No
3) What is that part that distinguishes Big Bazaar from other retail stores?
Quality
Price
Convenience
Offers
Location
Others (Please
specify)___________
High
Reasonable
Low
5) Do you compare the salary of Big Bazaar with other retail stores?
Yes
No
No
Very Low
No
8) Do you feel your sub ordinate are respected and fairly treated in organization?
Yes
No
High
Average
No
No
12) Do they know how their job fits into large pictures of the organization?
Yes
No
No
No
low
No
No
19) 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 winter ton 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:
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