Академический Документы
Профессиональный Документы
Культура Документы
STUDY ON
“EMPLOYEE MOTIVATION”
AT
BIG BAZAAR
BY
1
PARTICULARS PAGE:NO
CHAPTERS
INTRODUCTION
1
REVIEW OF LITERATURE:
3 COMPANY PROFILE
INDUSTRY PROFILE
DATA ANALYSIS &INTERPREATION
4
QUESTIONNAIRES
BIBLIOGRAPHY
2
ABSTRACT
Employee motivation shall be defined by Robbins (as cited in Ramlall, 2004) as:
“the willingness to exert high levels of effort toward organizational goals, conditioned by
the effort’s ability to satisfy some individual need.” To engage in the practice of
motivating employees, employers must understand the unsatisfied needs of each of the
employee groups. This study desires to provide practitioners in the restaurant industry the
ability to recognize motivators for these different employment groups and their
relationship to organizational commitment. The restaurant industry consists of two types
of employees: salaried and hourly. This study focuses on hourly employees, and their
subdivision: tipped employees. For the purpose of this research hourly employees shall be
defined as employees that depend on their hourly wage as their main source of income
and tipped employees shall be defined as employees that depend on the receipt of tips as
their main source of income. The purpose of this study desires to provide practitioners in
the restaurant industry a comparison and analysis of employee motivation between the
two employment groups and their level of organizational commitment. After formulating
a thorough research review, a questionnaire instrument was assembled. The sample for
this study was a convenience sample consisting of 104 restaurant hourly tipped and non-
tipped, front of the house personnel employed in a single branded, national restaurant
chain located in the metropolitan area of Orlando, Florida. The research instrument was a
survey questionnaire instrument comprised of three sections: 1.) twelve motivational
factors derived from Kovach (1995), 2.) nine questions from the reduced OCQ from
Mowday, Steers, and Porter (1979), and a section iv concerning demographic information
of gender, age, race, education level, marital status, job type and tenure in the industry.
3
CHAPTER 1
INTRODUCTION
4
INTRODUCTION
The project work entitled a Study On Employee Motivation with special reference to
BIGBAZAAR.. is mainly conducted to identify the factors which will motivate the
employees and the organizational functions in Hyderabad
Management’s basic job is the effective utilization of human resources for achievements
of organizational objectives. The personnel management is concerned with organizing
human resources in such a way to get maximum output to the enterprise and to develop
the talent of people at work to the fullest satisfaction. Motivation implies that one
person, in organization context a manager, includes another, say an employee, to engage
in action by ensuring that a channel to satisfy those needs and aspirations becomes
available to the person. In addition to this, the strong needs in a direction that is
satisfying to the latent needs in employees and harness them in a manner that would be
functional for the organization.
Employee motivation is one of the major issues faced by every organization. It is the
major task of every manager to motivate his subordinates or to create the ‘will to work’
among the subordinates. It should also be remembered that a worker may be immensely
capable of doing some work; nothing can be achieved if he is not willing to work. A
manager has to make appropriate use of motivation to enthuse the employees to follow
them. Hence this studies also focusing on the employee motivation among the
employees of BIGBAZAAR..
The data needed for the study has been collected from the employees through
questionnaires and through direct interviews. Analysis and interpretation has been done
by using the statistical tools and data’s are presented through tables and charts.
5
Determinants of Motivation:
Traditionally it is believed that employees are motivated by the opportunity to
make as much as money as possible and will act rationally to maximize their earnings.
The assumption is that money, because what it can buy, is the most important motivator,
of all people. According to the pluralistic approach, men work to fulfill a variety of
needs. Three types of forces generally influence human behavior:
i. Forces operating within the individual.
ii. Forces operating within the organization and
iii. Forces operating in the environment.
a. The individual: Human needs are both numerous and complex. Some of these needs
cannot be described and identified because people hide their real needs under the
cover of socially accepted behavior. It is the duty of the manager to match individual
needs and expectations to the type of rewards available in the job setting.
b. The organization: The climate in the organization must be conducive to human
performance. Climate plays an important part in determining worker’s motivation.
The climate in an organization is determined by a number of variables such as its
leadership style, autonomy enjoyed by members, growth prospects, emotional
support from members, rewards structure, etc.
C.The environment: A worker does not live in two separate worlds, one inside the
factory and the other outside it. The troubles and pleasure of off-the-job life cannot be put
aside when reporting for work in the morning, nor can factory matters be dropped when
returning home after work.
6
IMPORTANT TECHNIQUES AND PROGRAMMES OF MOTIVATING
EMLPLOYEES
REWARDS:
People join organization expecting rewards. Firms give rewards in the form of money
and other benefits in exchange of employee’s availability, competencies and behaviors.
Types of Rewards:
1. Membership and Seniority Based Rewards:
In this system a senior employee receives more benefits than his junior.
Advancement, pay rises, Retirement benefits and perquisites depends on seniority of
employees.
2. Job Status Based Rewards:
In this system the firm rewards employees on the status of the job they are holding. Jobs
that require more skill and effort, have more responsibility and have difficult working
conditions consequently these type of employees would be placed in higher pay grades.
3. Competency based Rewards:
In this system organization links to competencies of employees. Competencies are
reflected through skills, knowledge and traits that to desirable behavior.
4. Performance Based Rewards:
In this type of system pay is linked to performance
Profit sharing
Team rewards
Individual rewards
7
JOB ENLARGEMENT, ENRICHMENT AND ROTATION
1. Job Enlargement
Add similar asks so that job will have more variety and be more interesting.
2. Job Enrichment:
Gives the job holder more decision making, planning and controlling power.
3. Job Rotation:
Shifting employee from one job to another when a job is no more changeling in order
to reduce boredom.
EMPOWERMENT:
Empowerment is what young aspirants are looking for in organization. More than
monetary rewards it is the feeling that employee ‘owns’ the job that motivates him.
Empowered employees are energetic and passionate.
GOALSETTING:
Goal setting is one of the most effective and widely practiced techniques of
motivation. It is the process motivating employees by establishing performance goals
so that it will guide their behavior which is accepted by them and others.
QUALTY OF WORKLIFE
It has different meanings to the different levels of workers.
8
In this system lower wage is offered to newly hired employees than those already
employed in the same job this will induce the new entrant to stick the same organization.
FLEXIBLE BENEFITS:
This system allows individuals to choose from a menu of benefit packages that is
individually tailored to employee’s needs and situations.
This system seeks to replace the traditional fringe benefits which are uniformed to
all employees.
PARTICIPATIVE MANAGEMENT:
It means associating representatives of workers at every stage of decision making which
amounts to workers having share in reaching the final managerial decision in an
enterprise.
9
NEED & IMPORTANCE OF THE STUDY
The success of an organization ultimately depends on how effectively managers are able
to motivate their subordinates. In the words of Allen, “poorly motivated people can
nullify the soundest organization”. The following points bring out the importance of
motivation
1. Motivated employees always look for better ways of doing a job.
2. Motivated employee is quality oriented.
3. Motivated employees are more productive.
4. Motivated employees remain in the organizations for a longer period of time.
5. To stimulate employee to accomplish desired goals.
6. To boost the employee morale.
7. To develop sound human relations.
8. To develop sound team spirit.
9. To inspire employee for responsible and challenging jobs.
10
OBJECTIVES:
The objectives of the study are as follows:
1. To understand the present motivational techniques of BIGBAZAAR.
2. To identify the shortcomings in the motivational practices.
3. To assess the motivation level of the Employees.
4. To know and suggest relevant motivational techniques which will increase
motivational level and performance.
5. To suggest suitable motivational techniques.
11
SCOPE OF THE STUDY
The scope of the study is to understand the present motivational techniques practiced in
the organization and how BIGBAZAAR.. can enhance the present motivational level by
adopting suitable motivational techniques.
The study will be undertaken at its BIGBAZAAR.. showrooms with a special focus
on motivational practices adopted by BIGBAZAAR.. with respect to its EMPLOYEES.
Motivation is the process which starts with psychological or physiological needs that
initiates behavior that is aimed at achieving the goals. The objective of motivation is to
exploit the unused potential in people that are to be motivated so that such exploitation
results in greater efficiency, higher production and better standard of living of the people.
Motivated employees always look for better ways of doing a job, quality oriented, more
production, stimulated to accomplish desired goals, boost the employee morale, etc.
motivation in simple terms may be understood as a set of forces that cause people to
behave in a goal oriented way.
12
RESEARCH DESIGN OF THE STUDY
13
LIMITATIONS:
The limitations in this study are:
1. Details regarding monetary remuneration provided by the respondents may
not be accurate. But this limitation could be overcome by referring to
industry average of BIGBAZAAR.
2. The research cannot be generalized because findings are relevant to
BIGBAZAAR.
14
CHAPTER 2
THEORETICAL FRAME WORK
15
THEORETICAL FRAME WORK
Human resource management (HRM or simply HR) is the management of
an organization's workforce, or human resources. It is responsible for
the attraction,selection, training, assessment, and rewarding of employees, while also
overseeing organizational leadership and culture, and ensuring compliance with
employment. In circumstances where employees desire and are legally authorized to
hold a collective bargaining agreement, HR will typically also serve as the company's
primary liaison with the employees' representatives (usually a labor union).
HR is a product of the human relations movement of the early 20th century, when
researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional
work such as payroll and benefits administration, but due to globalization, company
consolidation, technological advancement, and further research, HR now focuses on
strategic initiatives like acquisitions, talent, succession planning, industrial and labor
relations, and diversity and inclusion.
16
Rensis Likerthas called motivation as the core of management. Motivation is the core
of management. Motivation is an effective instrument in the hands of the management in
inspiring the work force .It is the major task of every manager to motivate his
subordinate or to create the will to work among the subordinates .It should also be
remembered that the worker may be immensely capable of doing some work, nothing
can be achieved if he is not willing to work .creation of a will to work is motivation in
simple but true sense of term.
Motivation is an important function which very manager performs for actuating the
people to work for accomplishment of objectives of the organization .Issuance of well
conceived instructions and orders does not mean that they will be followed .A manager
has to make appropriate use of motivation to enthuse the employees to follow them.
Effective motivation succeeds not only in having an order accepted but also in gaining a
determination to see that it is executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which
appropriate incentives are available for their satisfaction .If the management is
successful in doing so; it will also be successful in increasing the willingness of the
workers to work. This will increase efficiency and effectiveness of the organization
.There will be better utilization of resources and workers abilities and capacities.
There is no universal theory that can explain the factors influencing motives which
control mans behavior at any particular point of time. In general, the different motives
operate at different times among different people and influence their behaviors. The
process of motivation studies the motives of individuals which cause different type of
behavior.
17
2.2 Definition of Motivation.
According to Edwin B Flippo, “Motivation is the process of attempting to influence
others to do their work through the possibility of gain or reward.
1. The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological and psychological needs. The workers will
cooperate voluntarily with the management and will contribute their maximum
towards the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organization. This
will also result in increased productivity.
3. The rates of labor’s turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be
low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will
be less. Better quality of products will also increase the public image of the business.
2.4 Motivation Process.
1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back
18
Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne study results (Terpstra,
1979). Six major approaches that have led to our understanding of motivation are
Mcclelland’s Achievement Need Theory, Behavior Modification theory; Abraham H
Mallows need hierarchy or Deficient theory of motivation. J.S. Adam’s Equity Theory,
Vrooms Expectation Theory, Two factor Theory.
More immediate is the reward and stimulation or it motivates it. Withdrawal of reward
incase of low standard work may also produce the desired result. However, researches
show that it is generally more effective to reward desired behavior than to punish
undesired behavior.
19
2.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.
The intellectual basis for most of motivation thinking has been provided by behavioral
scientists, A.H Maslow and Frederick Heizberg, whose published works are the “Bible of
Motivation”. Although Maslow himself did not apply his theory to industrial situation, it
has wide impact for beyond academic circles. Douglous Mac Gregor has used Maslow’s
theory to interpret specific problems in personnel administration and industrial relations.
The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of
five categories. The lowest level needs are physiological and the highest levels are the
self actualization needs. Maslow starts with the formation that man is a wanting animal
with a hierarchy of needs of which some are lower ins scale and some are in a higher
scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher
needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a
motivator. This resembles the standard economic theory of diminishing returns. The
hierarchy of needs at work in the individual is today a routine tool of personnel trade and
when these needs are active, they act as powerful conditioners of behavior- as
Motivators.
Hierarchy of needs; the main needs of men are five. They are physiological needs, safety
needs, social needs, ego needs and self actualization needs, as shown in order of their
importance.
20
Self-
Actualization
Ego Needs
Social Needs
Safety Needs
Physiological Needs
Fig (2.1)
The above five basic needs are regarded as striving needs which make a person do
things. The first model indicates the ranking of different needs. The second is more
helpful in indicating how the satisfaction of the higher needs is based on the satisfaction
of lower needs. It also shows how the number of person who has experienced the
fulfillment of the higher needs gradually tapers off.
Physiological or Body Needs: - The individual move up the ladder responding first to
the physiological needs for nourishment, clothing and shelter. These physical needs must
be equated with pay rate, pay practices and to an extent with physical condition of the
job.
Safety: - The next in order of needs is safety needs, the need to be free from danger,
either from other people or from environment. The individual want to assured, once his
bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security against
disease, misfortune, old age etc as also against industrial injury. Such needs are generally
met by safety laws, measure of social security, protective labor laws and collective
agreements.
21
Social needs: - Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a group. He
feels the need to love and be loved and the need to belong and be identified with a group.
In a large organization it is not easy to build up social relations. However close
relationship can be built up with at least some fellow workers. Every employee wants
too feel that he is wanted or accepted and that he is not an alien facing a hostile group.
Ego or Esteem Needs: - These needs are reflected in our desire for status and
recognition, respect and prestige in the work group or work place such as is conferred by
the recognition of ones merit by promotion, by participation in management and by
fulfillment of workers urge for self expression. Some of the needs relate to ones esteem
e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this
means praise for a job but more important it means a feeling by employee that at all
times he has the respect of his supervisor as a person and as a contributor to the
organizational goals.
Self realization or Actualization needs: - This upper level need is one which when
satisfied provide insights to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition programs makes the
employee give up the dependence on others or on the environment. He becomes growth
oriented, self oriented, directed, detached and creative. This need reflects a state defined
in terms of the extent to which an individual attains his personnel goal. This is the need
which totally lies within oneself and there is no demand from any external situation or
person.
22
Vroom’s theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or
negative. The more positive the reward the more likely the employee will be highly
motivated. Conversely, the more negative the reward the less likely the employee will be
motivated.
X Theory
Individuals inherently dislike work.
People must be coerced or controlled to do work to achieve the objectives.
People prefer to be directed
Y Theory
People view work as being as natural as play and rest
People will exercise self direction and control towards achieving objectives they
are committed to
People learn to accept and seek responsibility.
23
Man is a wanting animal. He continues to want something or other. He is never fully
satisfied. If one need is satisfied, the other need need arises. In order to motivate the
employees, the management should try to satisfy their needs. For this purpose, both
financial and non financial incentives may be used by the management to motivate the
workers. Financial incentives or motivators are those which are associated with money.
They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non
financial motivators are those which are not associated with monetary rewards. They
include intangible incentives like ego-satisfaction, self-actualization and responsibility.
INCENTIVES
There is an old saying you can take a horse to the water but you cannot force it to drink;
it will drink only if it's thirsty - so with people. They will do what they want to do or
otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory
tower' they must be motivated or driven to it, either by themselves or through external
stimulus.
Are they born with the self-motivation or drive? Yes and no. If no, they can be
motivated, for motivation is a skill which can and must be learnt. This is essential for
any business to survive and succeed.
24
Job performance =f(ability)(motivation)
Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand motivation can be improved quickly. There are
many
options and an uninitiated manager may not even know where to start. As a guideline,
there are broadly seven strategies for motivation.
Essentially, there is a gap between an individual’s actual state and some desired state and
the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and
manipulate this gap.
25
CHAPTER 3
COMPANY PROFILE
INDUSTRY PROFILE
26
COMPANY PROFILE
“Future” – the word which signifies optimism, growth, achievement, strength, beauty,
rewards and perfection. Future encourages us to explore areas yet unexplored, write rules
yet unwritten; create new opportunities and new successes. To strive for a glorious future
brings to us our strength, our ability to learn, unlearn and re-learn our ability to evolve.
We, in Future Group, will not wait for the Future to unfold itself but create future
scenarios in the consumer space and facilitate consumption because consumption is
development. Thereby, we will effect socio-economic development for our customers,
employees, shareholders, associates and partners.
Our customers will not just get what they need, but also get them where, how and when
they need.
We will not just post satisfactory results, we will write success stories.
We will not just operate efficiently in the Indian economy, we will evolve it.
We will not just spot trends; we will set trends by marrying our understanding of the
Indian consumer to their needs of tomorrow.
It is this understanding that has helped us succeed. And it is this that will help us
succeed in the Future. We shall keep relearning. And in this process, do just one thing.
Rewrite Rules. Retain Values.
Group Vision
Future Group shall deliver Everything, Everywhere, Everytime for Every Indian
Consumer in the most profitable manner.
Group Mission
We share the vision and belief that our customers and stakeholders shall be served only
by creating and executing future scenarios in the consumption space leading to economic
development.
We will be the trendsetters in evolving delivery formats, creating retail realty, making
consumption affordable for all customer segments – for classes and for masses.
We shall infuse Indian brands with confidence and renewed ambition.
We shall be efficient, cost- conscious and committed to quality in whatever we do. We
shall ensure that our positive attitude, sincerity, humility and united determination shall
be the driving force to make us successful.
Core Values
Indianness: confidence in ourselves.
Leadership: to be a leader, both in thought and business.
Respect & Humility: to respect every individual and be humble in our conduct.
27
Introspection: leading to purposeful thinking.
Openness: to be open and receptive to new ideas, knowledge and information.
Valuing and Nurturing Relationships: to build long term relationships.
Simplicity & Positivity: Simplicity and positivity in our thought, business and
action.
Adaptability: to be flexible and adaptable, to meet challenges.
Flow: to respect and understand the universal laws of nature.
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 travelled. 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 people’s 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!
28
Joint Ventures Companies:
CapitaLand Retail India
The group is a joint venture partner in CapitaLand Retail India, along with Singapore-
based Capital and Limited. The company provides retail management services to retail
properties owned or managed by various group companies and investment funds.
Footmark Retail
Foot mart Retail is a joint venture with Liberty Shoes and is engaged in the retailing of
footwear products in India.
Planet Retail Holdings Ltd.
The group is a joint venture partner in Planet Retail Holdings Ltd., which operates
sports, lifestyle and leisure retail chain. It also owns the franchisee and distribution rights
of brands like Marks & Spencer, Guess, Debenhams and Puma in India.
LINES OF BUSINESS
E-tailing: Futurebazaar.com.
Food: Brew Bar, Café Bollywood, Chamosa, Sports Bar, Food Bazaar
Fashion: aLL, Big Bazaar, Central, Fashion Station, Ginny & Jony, Pantaloons, Lee
Cooper.
Home & Electronics: Home Town, Furniture Bazaar, Electronics Bazaar, E-zone,
Collection i.
Telecom & IT: Gen M, M bazaar, M-Port.
General Merchandise: Central, Brand Factory, Fashion Station, Shoe Factory,
29
COMPANY TIMELINE
Major Milestones
1987
Company incorporated as Manz Wear Private Limited. Launch of Pantaloons
trouser, India’s first formal trouser brand.
1991
Launch of BARE, the Indian jeans brand.
1992
Initial public offer (IPO) was made in the month of May.
1994
The Pantaloon Shoppe – exclusive menswear store in franchisee format launched
across the nation. The company starts the distribution of branded garments
through multi-brand retail outlets across the nation.
1995
John Miller – Formal shirt brand launched.
1997
Pantaloons – India’s family store launched in Kolkata.
2001
Big Bazaar, ‘Is se sasta aur accha kahi nahin’ - India’s first hypermarket chain
launched.
2002
Food Bazaar, the supermarket chain is launched.
2004
Central – ‘Shop, Eat, Celebrate in the Heart of Our City’ - India’s first seamless
mall is launched in Bangalore.
2005
Fashion Station - the popular fashion chain is launched
31
2009
Images Fashion Forum 2009
2015
2007
National Retail Federation Awards International Retailer for the Year 2007
– Pantaloon Retail (India) Ltd.
32
World Retail Congress Awards Emerging Market Retailer of the Year 2007
– Pantaloon Retail (India) Ltd.
2006
Retail Asia Pacific Top 500 Awards Asia Pacific Best of the Best Retailers
– Pantaloon Retail (India) Ltd Best Retailer in India – Pantaloon Retail
(India) Ltd.
Ernst & Young Entrepreneur of the Year Award Ernst & Young
Entrepreneur of the Year (Services) – Kishore Biyani
Best Value Retail Store – Big Bazaar Best Retail Destination – Big Bazaar
Best Food & Grocery Store – Food Bazaar Retail Face of the Year – K.
Biyani
33
Voted by Business Today magazine as one of the
DAKS London
2003
Indian Express Award
34
Ms. Bala Deshpande, Independent Director
Board of Directors
Mr. Kishore Biyani, Managing Director
Kishore Biyani is the Managing Director of Pantaloon Retail (India) Limited and the
Group Chief Executive Officer of Future Group.
Gopikishan Biyani is a commerce graduate and has more than twenty years of
experience in the textile business.
Rakesh Biyani is a commerce graduate and has been actively involved in category
management; retail stores operations, IT and exports. He has been instrumental in the
implementation of the various new retail formats.
35
several Public Limited Companies, including Indian Petrochemicals Corporation Ltd.,
Ambuja Cement Eastern Ltd. etc. He is on the Board of Company since June 1, 1999.
D. O. Koshy holds a doctorate from IIT, Delhi and is the Director of National Institute
of Design (NID), Ahmedabad. He has over 24 years of rich experience in the textiles
and garment industry and was instrumental in the setting up of NIFT centres in Delhi,
Chennai and Bangalore. He is a renowned consultant specializing in international
marketing and apparel retail management.
Bala Deshpande is Independent Director, Pantaloon Retail (India) Ltd. and also serves
on the boards of Deccan Aviation, Nagarjuna Construction, Welspun India and Indus
League Clothing Ltd, among others.
Anil Harish is the partner of DM Harish & Co. Associates & Solicitors and an LLM
from University of Miami. He also serves on the board of Mahindra Gesco, Unitech,
IndusInd Bank and Hinduja TMT, among others.
Future group major format and its CEO’S
36
Rakesh Biyani CEO – Retail
Anshuman
CEO - Value Fashion
Singh
Damodar Mall CEO - Incubation & Innovation
Hans Udeshi CEO - General Merchandising
Hemchandra
CEO - Home Solutions Retail (India) Ltd.
Javeri
Kailash Bhatia CEO - Integrated Merchandising Group
Madhumati
CEO - Services
Lele
Sadashiv
CEO - Big Bazaar
Nayak
Sadashiv
CEO - Food Bazaar
Nayak
Sanjeev
CEO – Pantaloons
Aggarwal
37
Vishnu Prasad CEO - Central & Brand Factory
Kruben
President- Operations (Value Retailing)
Moodliar
Mayur
Head - Operations (North Zone)
Toshniwal
Rajesh Joshi Head - Operations (West Zone)
Rohit Malhotra Head - Operations (South Zone)
Sandeep
Head - Operations (East Zone)
Marwaha
Sanjay Jog Head - Human Resources
Ushir Bhatt Executive Board Member
Atul Takle Head - Corporate Communications
Prashant Desai Head - Group IR & New Ventures (PE)
Vinay Shroff Head - Supply Chain Management
38
BIG BAZAAR PROFILE
Big Bazaar-A paradigm shift to the Modern Retail Bazaar
Big Bazaar PRIL’s Hypermarket format that truly heighten up the expectation
of value conscious Indian customer to a new level ever before, it’s Head
quarter in Jogeshwari, Mumbai. It has changed the customer’s perception to
that extent that they have already started to realize that Big Bazaar can
provide real value for their money. The first store opened in Kolkata in 2001 at
VIP and was followed by stores in Hyderabad and Bangalore in short span of
22 days. These stores contributed over Rs.43 crores to the company’s business
and over Rs. 2.89 crores to the profit in first year itself. With giving actual
value of the money big bazaar fully came true on the expectation of the Indian
common man. Actually big bazaar targets lower middle class customer so by
seeing Indian economic prospective it is very popular among the its target
market. At this time Mahindra shing dhoni, Asain is a brand ambassador of big
bazaar. • Its tagline is “Isse sasta aur accha kahin nahin” First Food Bazaar
format was added as Shop- In-Shop within Big Bazaar in the year 2002 • Big
Bazaar and Food Bazaar -blend the look, feel and touch of Indian bazaars with
modern retail concepts of choice, convenience and quality. By observing the
customer big bazaar announce Wednesday as a cheapest day of the week .with
all this popularity of big bazaar is touching a land mark every and because of
this within a span of eight year the total no. of store has gone up to 113.
Mainly big bazaar has been established at busy street and it has been designed
in such a manner so that may look crowded.
39
SWOT ANALYSIS OF BIG BAZAAR
STRENGTH
WEEKNESS
OPPORTUNITY
Organised retails are just 4.15% of total pie of Indian retail market.
Evolving customer preferences in recent years
Targeting Area more prone to.
Economic condition development.
Store experience improvements.
40
THREAT
Competitors, Big global players are planning to foray into the market.
Unorganized retail market of India.
Government policies are not defined in emerging market like India.
41
INDUSTRY PROFILE
Retail means selling goods and services in small quantities directly to customers.
Retailing consists of all activities involved in marketing of goods and services directly
to consumer for their personnel family and household use.
The Indian retailing industry is becoming intensely competitive, as more and more
payers are Vying for the same set of customers. The major retail players are Pantaloon
Retail, Shoppers Stop, Reliance, etc.,
Retailing is one of the biggest sectors and it is witnessing revolution in India. The new
entrant in retailing in India signifies the beginning of retail revolution. India's retail
market is expected to grow tremendously in next few years. According to AT Kearney,
The Windows of Opportunity shows that Retailing in India was at opening stage in
1995 and now it is in peaking stage in 2006. India's retail market is expected to grow
tremendously in next few years. India shows US$330 billion retail market that is
expected to grow 10% a year, with modern retailing just beginning. India ranks first in
2005. In fact, in 2005 and 2006, India is the most compelling opportunity for
retailers, because now India is in peaking stage.
Sector details
1. Introduction to retail industries.
2. Retail word is derived French word retailer means to cut off a piece.
3. Retailing includes all the activities involved in selling goods or services to the
final customer for personnel or non-business use.
4. Supermarket is a retailing of a wide variety of consumer products under one
roof, ample stock, stock of several brands & extended business hours.
History of retailing
42
Retail concept is old in India. World’s first departmental store started in Rome.
Today’s kirana stores are based on Manusmriti & Kautilya’s arthshastra.
Haats, Melas, Mandis & door to door salesmen are traditional Indian retail.
Vishal Mega Mart is a retail sector, which is providing good quality of products in
very reasonable price than its competitors. Retailing and wholeselling consist of many
organizations designed to bring goods and services from the point of production to the
point of use.
Retailing includes all the activities involved in selling goods or services directly to
final consumers for their personal, non-business use. Retailers can be classified in
terms of store retailers, non-store retailing, and retail organizations.
Store retailers include many types, such as specialty stores, department stores,
supermarkets, convenience stores, superstores, combination stores, hypermarkets,
discount stores, warehouse stores, and catalog showrooms. These store forms have
had different longevities and are at different stages of the retail life cycle. Depending
on the wheel-of-retailing, some will go out of existence because they cannot compete
on a quality, service, or price basis.
Non-store retailing is growing more rapidly than store retailing. It includes direct
selling (door-to-door, party selling), direct marketing, automatic vending, and buying
services.
Much of retailing is in the hands of large retail organizations such as corporate chains,
voluntary chain and retailer cooperatives, consumer cooperatives, franchise
organizations, and merchandising conglomerates. More retail chains are now
sponsoring diversified retailing lines and forms instead of sticking to one form such as
the department store.
Retailers, like manufacturers, must prepare marketing plans that include decisions on
target markets, product assortment and services, store atmosphere, pricing, promotion,
And place. Retailers are showing strong signs of improving their professional
management and their productivity, in the face of such trends as shortening retail life
cycles, new retail forms, increasing intertype competition, and polarity of retailing,
new retail technologies, and many others.
Wholesaling includes all the activities involved in selling goods or services to those
who are buying for the purpose of resale or for business use. Wholesalers help
manufacturers deliver their products efficiently to the many retailers and industrial
users across the nation. Wholesalers perform many functions, including selling and
43
promoting, buying and assortment-building, bulk-breaking, warehousing,
transporting, financing, risk bearing, supplying market information, and providing
management services and counseling. Wholesalers fall into four groups. Merchant
wholesalers take possession of the goods and include full-service wholesalers
(wholesale merchants, industrial distributors) and limited-service wholesalers (cash-
and- carry wholesalers, truck wholesalers, drop shippers, rack jobbers, producers'
cooperatives, and mail-order wholesalers). Agents and brokers do not take possession
of the goods but are paid a commission for facilitating buying and selling.
Manufacturers' and retailers' branches and offices are wholesaling operations
conducted by non-wholesalers to bypass the wholesalers. Miscellaneous wholesalers
include agricultural assemblers, petroleum bulk plants and terminals, and auction
companies.
Wholesalers, too, must make decisions on their target market, product assortment and
services, pricing, promotion, and place. Wholesalers who fail to carry adequate
assortments and inventory and provide satisfactory service are likely to be bypassed
by manufacturers. Progressive wholesalers, on the other hand, are adapting marketing
concepts and streamlining their costs of doing business.
CURRENT SCENARIO
India rank first in terms of emerging market potential in retail sector. Current retail
market is US $ 215 billion. Growth rate of retail sector in India is 8-10% per annum.
Near about 12 million retail outlets are spread across India.
FDI in retail sector increases from US $ 3.1 billion in 2003 to over US $7.6 billion in
2009.
TYPES OF RETAILERS
Retailers are broadly classified into 3 categories
Food Retailers.
General Merchandise Retailers.
Service Retailers.
44
OTHER SERVICES PROVIDED BY RETAILERS
Retail not only provides products to the customer but also gives different types of
services like:
Airlines & travel agents
Banks
Health clubs
Hotel & Restaurants
Movie theatres
TECHNOLOGIES USED IN RETAILING SECTOR
In-store technologies-
Interactive kiosks
Virtual display case
Radio Frequency identification tags
Self-scanning & self-checkout system
Body scanning
Online technology-
Online display of products
nline shopping
CHALLENGES
45
FUTURE STRATEGY
It is projected that up to 2010 retail sector will be worth around US $ 300
billion.
FDI is going to increase rapidly, up to 2010 retail sector will become biggest
industry in India.
Retail sector is expected to create 2 million jobs up to 2010.
According to Indian Retail Report top 10 players in modern retail trade are
going to invest US $ 18-20 billion in next five years.
Sector Details
In India, the most of the retail sector is unorganized. In India, the retail business
contributes around 10 percent of GDP. Of this, the organized retail sector accounts
only for about 5 percent share, and the expected annual growth rate is 5% per
annum and remaining share is contributed by the unorganized sector. The main
challenge facing the organized sector is the competition from unorganized sector.
Unorganized retailing has been there in India for centuries, theses are named as mom-
pop stores. The main advantage in unorganized retailing is consumer familiarity that
runs from generation to generation. It is a low cost structure, they are mostly operated
by owners, has very low real estate and labor costs and has low taxes to pay. And it
also gives 8% Employment to the country annually.
In late 1990's the retail sector has witnessed a level of transformation. Retailing is
being perceived as a beginner and as an attractive commercial business for organized
business i.e. the pure retailer is starting to emerge now. Organized retail business in
India is very small but has tremendous scope. The total in 2005 stood at $225 billion,
accounting for about 10% of GDP. In this total market, the organized retail accounts
for only $8 billion of total revenue. According to A T Kearney, the organized retailing
is expected to be more than $23 billion revenue by 2010.
In organized retailing will grow faster than unorganized sector and the growth speed
will be responsible for its high market share, which is expected to be $ 17 billion by
2010-11.
46
The organized sector is expected to grow faster than GDP growth in next few years
discounted stores and specialty stores, departmental stores. For example, Spencer
network has 69 stores, which includes seven Spencer hypermarkets, three Spencer
super markets and 49 Spencer Daily’s. Now the company is planning to open 20
stores in 10 cities in six months. The top 10 retailers account only for 2% of total
market, today modern retailing is expected to enter a boom phase, which has major
players and these players might capture 10% of total market, within next five years.
The retail sales in India for future are shown below (data from 2005-2015 is based on
estimates)
47
Another credible factor in the prospects of the retail sector in India is the increase in
the young working population. In India, hefty pay packets, nuclear families in urban
areas, along with increasing working-women population and emerging opportunities
in the services sector. These key factors have been the growth drivers of the organized
retail sector in India which now boast of retailing almost all the preferences of life -
Apparel & Accessories, Appliances, Electronics, Cosmetics and Toiletries, Home &
Office Products, Travel and Leisure and many more. With this the retail sector in
India is witnessing rejuvenation as traditional markets make way for new formats
such as departmental stores, hypermarkets, supermarkets and specialty stores.
Existing competition
Reliance fresh.
Aditya Birla group.
Shopper’s Shoppe.
Subhiksha.
Big bazaar.
Mark and Spencer’s.
The untapped scope of retailing has attracted superstores like Wal-Mart into India,
leaving behind the kiranas that served us for years. Such companies are basically IT
based. The other important participants in the Indian Retail sector are Bata, Big
Bazaar, Pantaloons, Archies, Cafe Coffee Day, landmark, Khadims, Crossword, to
name a few.
48
Retailing in India: a forecast
Future of organized retail in India looks bright. According to recent researches it is
projected to grow at a rate of about 37% in 2007 and at a rate of 42% in 2015. It will
India retail industry is the largest industry in India, with an employment of around
8% and contributing to over 10% of the country's GDP. Retail industry in India is
expected to rise 25% yearly being driven by strong income growth, changing
lifestyles, and favorable demographic patterns.
It is expected that by 2016 modern retail industry in India will be worth US$ 175-
200 billion. India retail industry is one of the fastest growing industries with revenue
expected in 2007 to amount US$ 320 billion and is increasing at a rate of 5% yearly. A
further increase of 7-8% is expected in the industry of retail in India by growth in
consumerism in urban areas, rising incomes, and a steep rise in rural consumption. It
has further been predicted that the retailing industry in India will amount to US$ 21.5
billion by 2010 from the current size of US$ 7.5 billion.
Shopping in India has witnessed a revolution with the change in the consumer buying
behavior and the whole format of shopping also altering. Industry of retail in India
which have become modern can be seen from the fact that there are multi- stored
malls, huge shopping centers, and sprawling complexes which offer food, shopping,
and entertainment all under the same roof.
India retail industry is expanding itself most aggressively; as a result a great demand
for real estate is being created. Indian retailers preferred means of expansion is to
expand to other regions and to increase the number of their outlets in a city. It is
expected that by 2010, India may have 600 new shopping centers.
In the Indian retailing industry, food is the most dominating sector and is growing at a
rate of 9% annually. The branded food industry is trying to enter the India retail
49
industry and convert Indian consumers to branded food. Since at present 60% of the
Indian grocery basket consists of non- branded items.
Growth Drivers
The Internet revolution is making the Indian consumer more accessible to the
growing influences of domestic and foreign retail chains. Reach of satellite T.V.
Channels are helping in creating awareness about global products for local
markets.
About 47% of India's population is under the age of 20; and this will increase to
55% by 2015. This young population, which is technology-savvy, watch more
than 50 TV satellite channels, and display the highest propensity to spend, will
immensely contribute to the growth of the retail sector in the country.
Availability of quality real estate and mall management practices
Foreign companies' attraction to India is the billion-plus population.
50
India's retail industry is the second largest sector, after agriculture, which provides
employment. According to Associated Chambers of Commerce and Industry of India
(ASSOCHAM), the retail sector will create 50,000 jobs in next few years.
Top players like Pantaloon Retail India Limited, Trent, Shopper's Stop, RPG Group
and ebony are virtually on their toes.
Consider the plans of largest player, The Pantaloon Retail India Ltd, the company has
developed a comprehensive strategy, where in it expects that in 2years, it will not
recruit any new managers from outside.
"The estimated need is 1 lakh of employees till 2011", said Mr. Sanjoy Jog, HR Head
at Pantaloon Retail India Ltd. Pantaloon has the concept of partnership with
educational Institute to run retail courses across the entire chain. Trent has also started
in-house learning programmers and now goes to under graduate colleges to recruit
students.
Since, the job market is hugely receptive to this with more and more business schools
focusing on the sector and large retailers setting up retail academics.
* The first challenge facing the organized retail sector is the competition from
unorganized sector.
* In retail sector, Automatic approval is not allowed for foreign investment.
* Taxation, which favors small retail businesses.
* Developed supply chain and integrated IT management is absent in retail sector.
* Lack of trained work force.
Low skill level for retailing management.
51
Intrinsic complexity of retailing- rapid price changes, threat of product
obsolescence and low margins.
* Organized retail sector has to pay huge taxes, which is negligible for small retail
business.
Many agencies have estimated differently about the size of organized retail market
in 2010. The one thing that is common amongst these estimates is that Indian
organized retail market will be very big in 2010. The status of the retail industry will
depend mostly on external factors like Government regulations and policies and real
estate prices, besides the activities of retailers and demands of the customers also
show impact on retail industry.
Competition in retail
The performance of the retail sector in the last quarter of financial year 2015-09 has
been a gloomy one. Not only has the quarter-on-quarter growth declined by 700 basis
point, on year-on-year (YoY) basis, sales growth fell drastically from 67.8% to 49.1%.
Including the recently listed Koutons and Vishal Retail, all big retailers continue to be
on an aggressive expansion mode. This kind of competition is having a negative
impact on margins of retailers, as the target audience for all of them, more or less,
remains the same.
The slowdown has triggered a volume game in the industry. Strategies like
promotional campaigns, freebies, promoting private labels and online discounts are
just some of the avenues that retailers are looking at to lure customers. According to
analysts, this is a knee-jerk reaction by the industry to fight the inflation-induced dent
in the purchasing power of customers. As they say, retail is a number game, so, big
retailers are trying to push volumes. For some, it comes at the cost of profit.
Meanwhile, in contrast to YoY sales growth of 49% for the sector, the interest cost has
registered a whopping 96% growth. Though growing at a lesser 39%, depreciation
cost has also been impacting margins.
52
The cost factor too is adding to the woes. For instance, during the quarter, Shoppers
Stop opened its new stores in various formats. Provogue and Pantaloon followed
soon. The companies are increasing their geographical presence in the wake of
increasing competition. Launch of new formats continues to catch the attention of
these retailers. In fact, a couple of these new formats are already generating profit at
the operating level, thus showing a positive sign towards growth.
Like for Shoppers Stop, the average transaction size increased by about 7% for the
current quarter over the same quarter in the previous year. Players like Provogue and
Pantaloons too have witnessed a similar upward movement. Also, though growth in
total expenses as a whole has almost been equivalent to the growth in sales at about
47%, some individual cost items like staff costs, selling and administration costs are
under control. On a YoY basis, staff cost has grown at 26% against 44% in the
corresponding quarter of the previous year.
Nonetheless, raw material cost continues to remain high - it grew by 66% in the last
quarter and now is equivalent to 74% of the industry's aggregate net sales. This is the
reason why operating margins have reduced to 4.8% of the revenue sale compared
with 5.7% during the corresponding quarter of the previous year.
In short, setting up of new stores has resulted in higher working capital funding,
which has raised the industry's interest outgo. For Pantaloon, interest cost has almost
doubled during the current quarter - as a proportion of sales, it has increased from
2.7% to 3.2% on a YoY basis. Provogue seems to be an exception in this as it recorded
the highest increase of 100 basis points in interest cost for March 2015. Overall, the
profitability margin has seen a sharp decline.
53
Only Shoppers Stop has registered some profit compared with its performance in the
corresponding quarter of the previous year. The company's net profit margin now
stands at 0.7% of net sales as compared to -1% in March 2007 quarter. It can be
concluded that margins of retail companies seem to have been hit by costs related to
their ambitious expansion programmer. Expansion plans for some of them are running
behind schedule. It has led to higher interest cost, yet retail companies are trying hard
to cut costs by keeping inventory and carrying costs under control.
A serious conflict is brewing between Indian retailers and multinationals over imports
of global brands. To stay afloat in the dog-eat-dog world of retail, local retailers have
reached arrangements with overseas players to bring in some international brands,
rattling many MNCs who manufacture or market these products locally. In some
cases, these brands have not yet been introduced in India.
Several major MNCs with a long presence in India are invoking the Intellectual
Property Rights (imported goods) Enforcement Rules 2007 to stop retailers from
importing foreign brands. Hindustan Unilever, L’Oreal, Lancome Perfumes, Oakley
Inc, Nivea and Mico have already registered several brands with the Customs
department. Sources said other MNCs are expected to follow suit.
Market circles perceive this as a move to prevent Indian retailers from getting first
access to these brands. Some of the retailers are debating plans to legally contest the
move, since they possess a free sale certificate from the source of import. Retailers
like Big Bazaar & Food Bazaar, Reliance Retail, Spencer’s and Sankalp Retail
(MyDollarStore), among others, have begun importing sizeable consignments of
leading consumer brands and their variants for better fill rates, product variety and
higher margins.
However, the multinationals are not amused, and claim that it leads to loss of business
opportunity, unfair competition and product cannibalization. The fundamental issue
here, according to analysts, is that the Indian arms of the leading FMCG companies
would like to control the way their brands are marketed and sold. They would also
54
like to determine when new products and variants of existing products should be
introduced in India.
A key reason for retailers to step up imports is bottom lines. Profit margins on
imported products are around 20% more than local brands, where producers and
retailers are at loggerheads over sharing margins.
“We are concerned over issues like protecting the properties of our brands, including
quality and consumer perception. Such unplanned imports create brand confusion in
the minds of consumers, since the properties of an imported brand are completely
different from the domestic ones, which are localized to suit the specific region’s
requirements. An unpleasant experience may work against our brand,” said a high-
ranking official in a leading multinational, which makes personal care products.
Retailers claim they are creating ‘demand in advance’ for the multinationals, which
would otherwise have to invest heavily in marketing and ad spends to promote the
brands. Analysts say the developments are the natural effects of a globalised market
that India is moving towards, which upsets the conventional distribution and trade
practices.
The study assesses the state of competition in the Philippine wholesale and retail
It uses the traditional tools of analysis like concentration ratios and price-cost margins
in determining the competitive state of the sector. The study also analyzes the other
dimensions in retail competition like price, geographical location, and retail product
and retail service. Industry data from the National Statistics Office were used in the
55
The department store and grocery sub sector appears to operate in a competitive
environment despite the presence of two big dominating firms in the market. No price
the analysis. On the other hand, one firm, whose strategic advantages include
economies of scope and space, retail image and consumer loyalty, dominates the
The need for competition policy is recommended to guard against possible merger of
the giant firms in the department store and grocery sub sector. Any possible collusion
The study observes that the apparent high price of pharmaceutical products is mainly
attributed to the manufacturing process, and not at the distribution of these goods.
Types of Retailing
There are several types we can see in Retailing. They are like:
Specialty Store:
Narrow product line with deep assortment, viz apparel stores, book stores etc. A
clothing store would be a single line store, men's clothing store would be limited line
store &men's custom-shirt store would be a super specialty store.
Example: The limited, The Body Shop.
Departmental Store:
56
merchandisers.
Example: Sears, Bloomingdale's.
Supermarkets:
Convenience Stores:
Relatively small store located near residential area, open long hours, seven days a
week and carrying a limited line of high-turnover convenience products at slightly
higher prices.
Example: 7-Eleven, Circle K.
57
CHAPTER 4
DATA ANALYSIS
58
ANALYSIS AND INTERPRETATION OF DATA
Table 4.1
Distribution of respondents according to age
Below 25 20 33.33
26-35 26 43.33
36-45 10 16.67
From the above table it is found that 33.33% are in the age group of below 25,
43.33% are in the age group of 26-35, 16.67% of respondents are in the age group of
36-45, and the remaining 6.67% of respondents are in the age group of 46 and above.
From the above study it is found that maximum respondents are in the age
group of 26-35.
59
Table 4.2
Distribution of respondents according to gender
From the above table it is found that 58.33% are male and remaining are female.
From the above study it is found that maximum respondents are male.
60
Table 4.3
Distribution of respondents according to designation
From the above table it is found that 8.33% are cashier, 66.67% are sales man,
16.67% are asst. manager and remaining are manager.
From the above study it is found that maximum respondents are sales man.
61
Table 4.4
Distribution of respondents according to average income
From the above table it is found that 8.33% are below 60000, 8.33% of
respondents have an average income of 60000-80000, 58.33% of respondents have an
average income of 80000-100000, and remaining 25.01% of respondents have an
average income of 100000 and above.
From the above study it is found that maximum respondents have an average
income of 80000-100000
62
Table 4.5
Distribution of respondents according to family size
From the above table it is found that 25% of respondents are single, 25% are
two members, 16.66% of respondents having family size of three, 16.77% are having
family size of four and remaining respondents are having family size 5 and above.
From the above study it is found that maximum respondents are having family size of
one and two.
63
Table 4.6
Distribution of respondents according to number of years of service
From the above study it is found that maximum respondents have a tenure of
service of 1 year
64
Table 4.7
Distribution of respondents according to no of promotion
65
Table 4.8
Distribution of respondents according to orders per day
From the above table it is found that 40% of respondents meet the target of 10
orders per day, 25% meets 9, and 8.33% of respondents meets 8 orders
From the above study it is found that maximum respondents meet the order of
10 per day.
66
Table 4.9
Distribution of respondents according to working hours
From the above table it is found that 66.67% of respondents have 9 working
hours and remaining respondents have 8 working hours.
From the above study it is found that maximum respondents are having 9
working hours.
67
Table 4.10
Distribution of respondents according to no of leaves availed?
From the above study it is found that maximum respondents have availed 5
leaves.
68
CHAPTER -5
QUESTIONNAIRE
69
QUESTIONNAIRE
PART – A
1. Name : ………………………………………………………
2. Branch: ……………………………………………………….
3. Age :
a. below 25 b. b/w 26-35
c. b/w 36-45 d. 46 & above
4. Sex:
a. Male b. Female
5. Designation: …………………………………………………………..
6. Average income:
a. Below 60000 b. b/w 60000-80000
c. b/w 80000-100000 d. 100000 & above
7. Family size:
a. One b. Two c. Three
d. Four e. Five & above
8. No of years of service: ……………………………………………….
9. No of promotions: ………………………………………………………….
10. No of orders per day: ………………………………………………………….
11. No of working hours in a day : …………………………………………………
12. No of leaves availed: ……………………………………………………………
70
PART-B
.13. What is the reason for selecting your present job?
a. Good salary b. Multi National Company
c. Undecided d. Dissatisfactory
16. What is your opinion about the incentives offered by the company?
a. Excellent b. Very good c. Moderate
71
18. What is your opinion about the medical allowance benefit offered by the
company?
a. Excellent b. Very good c. Moderate
d. Poor
19. What is your opinion about the system of introducing flexible working hours in
the company?
a. Very important b. Important c. Undecided
d. Not so important
20. Do you think that the practice of individual target setting helps in better
performance?
a. Strongly agree b. Agree c. Undecided
d. Disagree
21. Do you feel that the team rewards increases the efficiency of members?
a. Yes b. No
22. If yes, then to what extent does the team rewards helps in increasing the efficiency
of the members?
a. To full extent b. Partially c. Not known
d. Very little e. Not at all
23. Does the fringe benefits programme presently practiced promotes and protects
your well being?
a. Yes b. No
24. If the company wants to offer additional fringe benefits in either cash or kind,
please indicate your preference?
Cash Kind
25. Do you feel that the system of suggestion scheme adopted by the organization has
helped in deriving benefits?
a. Yes b. No
26. What is your opinion about the extent of job facilities offered by the company?
a. Delightful b. Satisfactory c. Moderate
72
27. What do you feel about the level of discounts offered by the company?
a. Very high b. High c. Medium
b. Incentives given
c. Leave policy practiced
d. Medical allowance benefit
g. Team rewards
h. Fringe benefits
73
CHAPTER -6
FINDINGS:
SUGGESTIONS
CONCLUSION
BIBLIOGRAPHY
74
SUGGESTIONS
75
FINDINGS:
76
CONCLUSION
The footwear industry is one of the fastest and ever growing industry in the world
many multi national companies are operating in this sector one of the important
peculiarities about this industry is that it is low margin industry.
India with its position of second largest populated country in the world is the most
attractive market for all industrial giants.
77
BIBLIOGRAPHY
Books
Robin P Stephen(2000) Organisation Behaviour New Delhi Prentice
Hall of India.
Websites
www.l and t.com
www.google.com
78