ACKNOWLEDGEMENT

Concentration, dedication, hard work and application are essential but not the only factor to achieve the desired goal. Those must be supplemented by the guidance assistance and cooperation of experts to make it success.

I am extremely grateful to my institute for providing me the opportunity to undertake this research project in the prestigious field.

I am deeply obliged to Mr. CHAITANYA KRISHNA.V , Deputy manager HR & Admin and our corporate guide for this project, for his valuable help, guidance and encouragement given to us throughout the course of this project and for successful completion of this project.

I also convey our thanks to Mr. Vamsi Chanda, Asst. HR & Admin for the time and effort he has invested in the creation in this project.

With profound pleasure, I take this opportunity to convey our sincere gratitude and appreciation to our Principal Dr.Dolly Diana for her encouragement and support.

It would have been for me to find words to express our gratitude to SMIBM Faculty Ms Richa for her encouragement in completing this project. We feel a deep some of gratitude to all those connected to this project. 1

EXECUTIVE SUMMERY
The term refers to the favourableness or unfavourableness of a total job environment for people. QWL programs are another way in which organisations recognise their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organisation. The elements in a typical QWL program include open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. QWL programs usually emphasise development of employee skills, the reduction of occupational stress and the development of more co-operative labour-management relations. Human resource departments are involved with efforts to improve productivity through changes in employee relations. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organisation to give workers greater opportunities to affect their jobs and their contributions to the organisations overall effectiveness. A proactive human resource department finds ways to empower employees so that they draw on their brains and wits, usually by getting the employees more involved in the decisionmaking process. There is a need to give workers more of a challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL provides a more humanised work environment. It attempts to serve the higher-order needs of workers as well as their more basic needs. It seeks to employ the higher skills of workers and to provide an environment that encourages them to improve their skills. The idea is that human resources should be developed and not simply used. Further, the work should not have excessively negative conditions. It should not put workers under undue stress. It should not damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it should contribute to, or at least leave unimpaired, workers abilities to perform in other life roles, such as citizen, spouse and parent. That is, work should contribute to general social advancement. Job Enlargement vs. Job Enrichment The modern interest in quality of work life was stimulated through efforts to change the scope

of peoples jobs in attempting to motivate them. Job scope has two dimensions breadth and depth. Job breadth is the number of different tasks an individual is directly responsible for. It ranges from very narrow (one task performed repetitively) to wide (several tasks). Employees with narrow job breadth were sometimes given a wider variety of duties in order to reduce their monotony; this process is called job enlargement. In order to perform these additional duties, employees spend less time on each duty. Another approach to changing job breadth is job rotation, which involves periodic assignment of an employee to completely different sets of job activities. Job rotation is an effective way to develop multiple skills in employees, which benefits the organisation while creating greater job interest and career options for the employee.

This study was conducted on employees of SPAR Hypermarkets Banjara Hills The study was conducted from 1st Jan 2011 to till date The Survey was conducted by Varsha Varma In partial fulfilment for the award of the degree of MBA

The Summary of the Findings are The employees dont have a proper work life balance. Salary is less compare to other retail companies, so employees are not satisfied. Majority of the staff is not empowered or dont have the Authority to decisions on their own. Employees are satisfied with the overall policies and procedures of the organisation. Employees have full co-operation between the co-workers, from supervisors and top management. Employees are satisfied with the Reward and recognition system. Employees are satisfied with the training sessions and the recreational activities.

Chapter : I

Introduction about the Project

Retail Industry in India : Retail is Indias largest industry, and arguably the one with the most impact on the population. The word retail means to sell or be sold directly to individuals. It is the countrys largest source of employment after agriculture, has the deepest penetration to rural India, and generates more than 10 percent of Indias GDP. However, retailing in India has so far, been mostly in the hand of small disorganized entrepreneurs. It is also Indias least evolved industries. In fact, it is not even considered a real industry. The industry suffers from lack of management talent, poor access to capital, unfavorable regulation and denial of access to best practices. The Indian retail industry is only now beginning to evolve in line with the transformation that has swept other large economies. Fifty years of restricting the consumer goods industry, a national mindset which favored denial over indulgence, and a fractured supply chain for agricultural products have all contributed to prevent the development of modern tenants based on scale advancements and consumer preferences. Retail Outlets in India

India has some 12 million retail outlets, but many of these act merely as subsistence providers for their owners and survive on a cost structure where labor and land is assumed to be free and taxes nil. Compare this with the global retail industry, which is one of the worlds largest organized employers, is at the cutting edge of technology, and which leverages scale and scope to offer value-added services to its customers. However, only recently has there been an awakening in this sector, with more organized retailers starting to make an impact. The liberalization of the consumer goods industry, initiated in the mid-80s and accelerated through the 90s has begun to impact the structure and conduct of the retail industry. Backed by changing consumer trends and metrics, liberalization in mindsets driven by media, new opportunities and increasing wealth, retailing in India, presents a vast opportunity for a variety of businesses - real estate, store design & operations, visual merchandising logistics and communications, B2C service providers, and FMCG companies who can add to their offers by partnering this revolution.

Global Retail Industry Overview - Retail: world largest industry : Retail, with total sales of $ 6.6 trillion, is the worlds largest private industry ahead of financial industries $ 5.1 trillion. It is also home to a number of the worlds largest enterprises. Over 50 of the Fortune 500 companies, and around 25 of the Asian top 500 companies, are retailers. The industry accounts for over 8 percent of the GDP in western economies. A Study by Mc Kinsey states that organized retail accounts for just around 2 percent (out of which modern retail formats account for 7 percent of trade) presently is set to grow at exponential exceeding 35 percent. Fitch estimates the current share of organized retail to grow from 2 percent presently to around 15 to 20 percent in 2010.

Information Technology in Retail :

I.T. in Retail : Over the years as the consumer demand increased and the retailers geared up to meet this increase, technology evolved rapidly to support this growth. The hardware and software tools that have now become almost essential for retailing can be divided into 3 broad categories: Customer Interfacing Systems : Bar Coding and Scanners : Point of sale systems use scanners and bar coding to identify an item, use pre-stored data to calculate the cost and generate the total bill for a client. Tunnel Scanning is a new concept where the consumer pushes the full shopping cart through an electronic gate to the point of sale. In a matter of seconds, the items in the cart are hit with laser beams and scanned. All that the consumer has to do is to pay for the goods. Payments : Payment through credit cards has become quite widespread and this enables a fast and easy payment process. Electronic cheque conversion, a recent development in this area, processes a cheque electronically by transmitting transaction information to the retailer and consumer's bank. Rather than manually process a cheque, the retailer voids it and hands it back to the consumer along with a receipt, having digitally captured and stored and image of the cheque, which makes the process very fast. Internet : Internet is also rapidly evolving as a customer interface, removing the need of a consumer physically visiting the store.

Operation Support Systems :

ERP System : Various ERP vendors have developed retail-specific systems which help in integrating all the functions from warehousing to distribution, front and back office store systems and merchandising. An integrated supply chain helps the retailer in maintaining his stocks, getting his supplies on time, preventing stock-outs and thus reducing his costs, while servicing the customer better. CRM Systems : The rise of loyalty programs, mail order and the Internet has provided retailers with real access to consumer data. Data warehousing & mining technologies offers retailers the tools they need to make sense of their consumer data and apply it to business. This, along with the various available CRM (Customer Relationship Management) Systems, allows the retailers to study the purchase behavior of consumers in detail and grow the value of individual consumers to their businesses. Advanced Planning and Scheduling Systems : APS systems can provide improved control across the supply chain, all the way from raw material suppliers right through to the retail shelf. These APS packages complement existing (but often limited) ERP packages. They enable consolidation of activities such as long term budgeting, monthly forecasting, weekly factory scheduling and daily distribution scheduling into one overall planning process using a single set of data.

Leading manufactures, distributors and retailers and considering APS packages such as those from i2, Manugistics, Bann, Mercial incs and Sterling-Douglas.

Strategic Decision Support Systems :

Store Site Location : Demographics and buying patterns of residents of an area can be used to compare various possible sites for opening new stores. Today, software packages are helping retailers not only in their locational decisions but in decisions regarding store sizing and floor-spaces as well. Visual Merchandising : The decision on how to place & stack items in a store is no more taken on the gut feel of the store manager. A larger number of visual merchandising tools are available to him to evaluate the impact of his stacking options. The SPACEMAN Store Suit from AC Nielsen and Modacad are example of products helping in modeling a retail store design.

SCOPE OF STUDY The main scope of the study is restricted to Hyderabad city in Andhra Pradesh. The scope of this research study has got a wider coverage which involves the analysis of the problem through employees satisfaction survey of SPAR. QWL is the important factor which motivates an employee to work for an organisation. This study has revealed the main reason of dissatisfaction among the employees. This report is useful to the management of the company to know the satisfaction level of the employees. OBJECTIVE OF STUDY

To measure the QWL of employees at SPAR Hypermarkets Banjara Hills. To understand the various problem of employees and reason of dissatisfaction with their job. To identify the factors that satisfy the employees. To study the attitude of the employees towards their work To offer suggestion based on the findings for the growth of the company and its employees.

RESEARCH METHODOLOGY- is the systematic way to solve the research problem. It tells about the various steps adopted by the researchers in a systematic manner with an objective to determine various manners.

Research DesignA research design is the detailed blue print used to guide a research study towards its objectives.It helps to collect ,measure and analysis of data.The present study seeks to find out the attribute towards buying of bike. The study also aims at finding satisfaction level of customers at the showroom and at the workshop.So this makes the study a descriptive one. Type of Research The study undertaken is of Descriptive Research in nature. Nature of Research The study is quantitative in nature. It is structured, standardized question based personal interview. Types of question The questions asked during the study are straight forward and limited probing. Total number of questions: 26 Total number of closed ended questions: 25 Total number of open ended questions :1

Source of Data
Secondary source
In this study the secondary data is collected from the following sources. 1. Companys website 2. Reports of the Company 3. Books on Human Resource Management.

Primary Source
The Primary source of collecting data for research is: Structured , standardised one-on-one personal interview for employees of SPAR Hypermarket Banjara Hills, Hyderabad. Research Technique In this study the survey method is used as a research technique. This method helps to obtain right information from respondents. Contact Method In this study structured , standardized one-on-one personal interview for employees of SPAR Hypermarket Banjara Hills, Hyderabad.

(A)Population:-

(I) SPAR Hypermarket Banjara Hills ,Hyderabad

(B)Sampling Unit:It means Who is to be surveyed. Here target population is decided and it is employees who were working at SPAR Hypermarkets from 1st January 2011 to 29th February 2012 and sampling frame is developed so that everyone in the target population has known chance of

being sampled. (C)Sample size:The sample size is 50 respondents of SPAR Hypermarket Hyderabad. (D) Sample Element The sample element of research is employees of SPAR Hypermarket Hyderabad. (E) Sample Extent The sample extent is limited to SPAR Hypermarket Banjara Hills Hyderabad. (F) Sample Duration The sample duration between 1st Jan 2011 to till date (G) Sampling Procedure The sampling procedure followed is Simple random sampling we use an unsystematic random selection process ensuring that every element has the same opportunity of being selected. Research Instrument In this study the research instrument is Questionnaire. It consists of set of question presented to respondents. The questionnaire is structured & combinations of various close and open ended questions. Close ended question already have the possible answers and the open ended question allow the respondents to answer in their own word.

PERIOD OF STUDY The study was conducted form 1st Jan 2011 to till date

LIMITATIONS OF STUDIES The sample is small to be generalized. To communicate with the employees who dont know English and Hindi was difficult. The study was conducted only for the period of about three month, so there is time constraint. The study is limited to SPAR Hypermarkets Banjara Hills Employees only. The information provided by the respondents was not always authentic which indicated a vague picture in certain situations of the study as the employees dont provide proper information of their satisfaction level.

Introduction about the Industry 10

The Indian Retailing Industry stands poised to take off into the 21st century. It is one of the fastest growing sectors in the nation that caters to the world's second largest consumer market. Retail boom is unabating. India has five million retailers with a business volume of $180 million growing at 5 to 7 per cent a year. The middle class drives retailing anywhere in the world and this segment should have reasonable income. The next driver is availability of variety of goods, products and brands. The third one is sense of awareness. In other developing economies, this transformation has already begun. In many of these countries, organized retail already has a 40 percent share of the market, compared to Indias current levels of 2 percent. As India goes through this transformation, new businesses with sales of 1billion 2 billion US $ will be created in grocery and of 250 million - 500 million US $ in apparel. Smaller but still interesting opportunities will be created in other sectors like books, electronics, and music. This transformation will also impact the supply chain in agriculture, the tax collections from trade and the way people shop. In the last 10 years, all Southeast Asian countries like Indonesia, Malaysia, Taiwan and Korea have gone through similar phases. China, with a per capita income of $650-700 per annum, is going through the same phase what India is also facing now. Europe went through this phase of retail revolution about 40-50 years ago. It is believed that when a countrys per capita income reaches the level of $1,200 per annum, organized retailing begins to takeover. Though India has a per capital income of $ 400, on the basis of purchasing power parity (PPP) it has already hit the $1200 level. This does strengthen the belief that probably, the right time for organized retailing to click in India has come. This report aims at providing an insight into the emerging trends in the industry and the barriers to change and a perspective on what this industry could become, using the global industry as the backdrop.

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Chapter : II

Company Profile

SPAR Hypermarkets, Landmark Group

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LOGOType Public

Industry

Retail

Founded

1932

Headquarters Amsterdam, Netherlands

Products

Grocery

Stores,

Convenience

Stores,

Discount Stores Hypermarkets, and more

Revenue

29.7 billion (2010)

http://www.spar-int.com/ Website www.spar-international.com

Statement of purposeCreating Exceptional Values for all those whose lives we touch. Company Philosophy Listening, adapting and delivering exceptional values Values Passion for excellence Integrity in everything we do Empowering people to strive and deliver Adapting to change market and consumer needs Company slogan"Live life better", India

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SPAR HIERARCHY CHART

14

ORGANISATION CHART

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THE HISTORY OF SPAR HYPERMARKETS

The story of SPAR in the early years is the story of Adriaan Van Well, a visionary Dutch wholesaler. He was inspired by a simple yet powerful philosophy that independent wholesalers and retailers can achieve more by working together than working alone. By the early 1930's there was evidence that multiple chains were expanding in Europe. As a response, SPAR was launched in 1932 as DESPAR, an acronym of a slogan: "Door Eendrachtig Samenwerken Profiteren Allen Regelmatig". This translates in English as: "All benefit from Joint Co-operation". SPAR in Dutch means fir tree and from the start the fir tree symbol was used to identify the organisation. The internationalization of SPAR SPAR continued to develop in the Netherlands during the 1930s and went international in 1947 when SPAR was introduced into Belgium. In the late 1940s the name was abbreviated from DESPAR to SPAR. SPAR International was established in 1953 to support and develop the SPAR concept internationally. SPAR then expanded rapidly in Europe during the 1950s. By 1959 the SPAR Family had extended to include wholesalers and retailers in 9 countries. The first SPAR International Congress in the Netherlands in 1955 was particularly significant. It signalled the ambition of SPAR to move beyond its European origins and become a worldwide organisation. SPAR Expands worldwide Over the next 20 years, SPAR continued to increase its presence in Europe and entered Africa and Asia, where the SPAR concept of partnership between wholesalers and retailers was again recognised. During this period the SPAR family expanded to 14 countries on three continents. A significant development in the sophistication of the SPAR marketing proposition took place at this time. SPAR International introduced the current SPAR Logo in 1968. The period 1980-1999 saw SPAR continue to grow in its existing markets and also expand its presence to an additional 7 countries. By 1999, SPAR was established in 21 countries.

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SPAR Modernising food retailing in developing countries Since 2000, SPAR has entered the major developing countries of Russia, China and India. SPAR has also continued to expand in Central and Eastern Europe and also in Africa. SPAR Hypermarkets and Supermarkets in India is the result of a license agreement between the Dubai based Landmark Groups Max Hypermarkets India Pvt. Ltd. and SPAR International. SPAR is the worlds largest independent food retail chain and is present in 34 countries. Max Hypermarkets is responsible for the entire business operation from capex outlay to day to day operations. Management control also rests with Max Hypermarkets. SPAR provides knowledge transfer and brings with it best practices in international retailing and technical expertise to ensure that the brand is being accurately represented, whilst ensuring that the local partner retains their financial independence to deliver the best solution in each market. SPAR International will play an integral support role in the development of the hypermarket format in India. SPAR currently has 10 stores in India, 3 stores in Bangalore, one in Mangalore, two in Hyderabad, one in Coimbatore, one in Delhi,one in pune and one in Gurgaon. Shoppers have the option to choose from a wide variety of quality products in every category ranging from grocery, fruits and vegetables, bakery, dairy and take away foods, meat, poultry and fish, wine, beer and spirits, home textiles, personal care, crockery utensils and kitchen appliances, electronics and IT accessories and much more. In Bangalore alone, SPAR has 14,000 SKUs in the food and grocery category alone which is unparalleled. Between the three stores, SPAR serves 3 million customers annually. About Landmark group The Landmark Group, founded in 1973 with a single store in Bahrain, has grown into one of the largest retail conglometates in the Middle East and is expanding rapidly in India. The Group currently operates over 900 stores encompassing a retail presence of over 13.4 million square feet across 15 countries and employs around 31,000 employees world over. In addition to retail sector, the Group has also diversified into leisor, food, hotels and electronics and has created a comprehnsive infrastructure including its own logistics and distribution division, to support its retail operations and other businesses. In 1999, Landmark Group entered India, to revolutionize retailing in the country with the introduction of Lifestyle stores. Landmark Group has launched several of its core retail concepts in the country including Lifestyle (Large format departmental stores), Home Center bt Lifestyle (Home Improvement stores), Splash(Hi-street fashion), Bossini (International apparel brand), Max (Value fasion chain), Spar supermarkets & hypermarkets, Fun city (Fun & Entertainment Centers) and Gloria Jeans Coffees (Coffee Outlets). SPAR promises to elevate shopping from a daily chore to a world class shopping experience that also offers value for money. SPAR offers the freshest quality, widest choice, greatest value for money along with a personalized and friendly service all packaged together to create a truly enjoyable shopping experience. SPARs tag line Live Life Better epitomizes this philosophy. To ensure freshness, vegetables and fruits are sourced directly from the farmers and maintained at controlled temperatures till they reach the store, within an 18 hour

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timeframe. State of the art technology is used to keep the produce fresh while in-store. The emphasis on fresh food is unique and unparalleled and SPAR is committed to bring value to the consumer by increasing the number of fresh lines across all its food and beverage concepts. SPAR assures excellent value for money throughout the year. The stores have an 'EDLP' or 'Every Day Low Price' concept. This simply means that SPAR offers the lowest retail price on certain products that are fast moving and are an integral part of the housewifes shopping list. SPAR also has Best Deals that run every fortnight and offer the customer the best bargains of up to 75%. In conjunction with the Landmark Groups corporate loyalty programme, SPAR launched 'The Inner Circle', a loyalty program for its customers in March 2009 which offers shopping and saving benefits in all stores across the group. In addition to freshness, choice and value, SPAR also assures world class service.Wide aisles for easy and seamless trolley movement, from entrance to the parking area, fast billing process at the numerous billing tills and even small details like the token system at the fish counter where consumers get freshly cut and cleaned fish,packaged with ice. The stores are customer focused and aim to improve the quality of the shopping experience by bringing tried and tested solutions in lighting and visual merchandising. The intention is to move beyond meeting the product needs of the customer to providing an unmatched shopping experience. Max Hypermarket India Pvt. Ltd. opened its sixth store in Delhi January 2011, seventh store in Pune April 2011, eighth store in Hyderabad June 2011, ninth store in Coimbatore August 2011 and tenth store in Gurgaon september 2011 Choice - one stop shop for all consumer needs SPAR has the widest possible range of products to offer to the consumer - about 24,500 SKUs of both food and non food. Be it fruits & vegetables, meat, grocery, dairy, delicatessen products, wines and beer, small accessories, kitchen requirements, IT accessories, magazines - all available under one roof. The quality of the products and range available in each section redefines industry standards. One can choose from over 20 varieties of staples, 35 varieties of cheese from various countries and 40 varieties of fish.. For the convenience of customers, SPAR's merchandise has been divided into 'worlds'. The Children's World offers everything required for infants to pre teens be it toys, board games, books stationery, sporting goods, party requirements and gifting options. The Living World provides for all home needs from linen, blankets, rugs and carpets, pillows and comforters, bean bags, school bags and laptop bags, ironing boards and ladders, electrical and garden supplies as well as auto accessories and do - it - yourself products. An excellent range of inner wear and ready to stitch materials for men and women are also available. The Kitchen World has every conceivable requirement for the kitchen from gas stoves to pressure cookers, non stick ware, plastics, crockery and cutlery, dinner sets, et al. There will also be a large range of imported items to choose from as well as small appliances like microwaves, mixers, juicers and grinders, OTGs, irons, rice cookers, water purifiers and IT accessories. The hypermarket has some unique aspects not found in other stores. Fresh juices, Indian savouries, fruit salads, Indian sweets, chaats and buttermilks that energise customers while shopping will be available to be consumed on the spot. There are special counters selling

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pickles, batter and loose teas. A new concept section will be introduced shortly for the first time at this hypermarket: a range of premium imported chocolates from The Cocoa Trees, a Singapore based retail chocolate boutique chain. With over 40 international renowned brands including Toblerone, M&M's, Droste, Swiss Delice, Belgian, Hawaiian Host, Ritter Sport, Goldkenn and Hershey's, the products at The Cocoa Trees concept counter are ready treats for the discriminating palate. Feodora and Neuhaus promise to satiate even the most discerning chocolate connoisseurs The SPAR Bakery is a delight where shoppers can buy freshly baked breads, savouries, cakes, pastries, gateaux, tarts and much more as well as place orders for desserts and cakes for birthday parties. Customers can place their orders for cakes and pick them up once they finish shopping. The bakery range includes a very wide array of breads including health breads, cakes and pastries both with and without eggs as well as desserts which include gateaux, trifles and mousses at very reasonable price points. Fresh - farm to fork The SPAR Fresh produce section is the largest amongst hypermarket players in India. At SPAR the effort is to maximise procurement of fresh produce directly from the source, i.e. the farmers. The bulk of the fruits and vegetables are directly procured and maintained at the desired temperature to preserve quality, freshness and retain nutritive value. To ensure daylong freshness and quality of the highest standards, SPAR uses in-store state of art technology. Cold rooms at every store for each category of fresh produce ensure that customers purchases are indeed "SPAR Fresh". SPAR maintains strict international standards in sourcing non-vegetarian products. The fish counter at SPAR offers a wide range of sea as well as fresh water fish that are cleaned and cut to customer specifications and then packed in ice thus ensuring freshness till the customer's doorstep. Freshness is one of the most important aspects that shoppers look for in every product they buy and the emphasis that SPAR places on the same is unparalleled. SPAR, in fact, plans to bring in value to the consumer by increasing the number of fresh lines across its food and beverage concepts. Service - an experience that will bring you back to SPAR SPAR assures its customers world-class service. The store has been designed in collaboration with design team from SPAR International keeping the experience and convenience of the customers in mind. Wide aisles for easy trolley movement, high ceilings which give an airy and open ambience, 25 cash tills for fast billing (SPAR maintains the highest ratio of cash tills to retail space in India), the token system at the fish counter for streamlined orders as well as separate billing system at the non-vegetarian counters keeping in mind the religious sensitivities of individuals. The store also has several customer service representatives per square feet to help shoppers. The loose grains and private labels are processed at SPAR's HACCP (Hazard and Critical Control Point) compliant facilities, which lay complete emphasis on food safety. Though the store has an international feel, the offerings are sourced keeping in mind the shopping requirements of the local population, so as to provide familiarity and comfort to its shoppers. Therefore, from rice and dals to papads and pickles, the ranges are varied catering to regional tastes.

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Value - lowest retail prices in Pune As part of SPAR's Every Day Low Pricing program more than 650 plus essential grocery items will be sold at the lowest retail prices in Pune throughout the year. SPAR also provides the best value for money through its various promotions. The 'Best Deal' offers give customers some of the best bargains going up to almost 75% off. These are the best in class vis-a-vis competition. This offer is a result of SPAR's customer need analysis expertise over the last 36 years. Spar - Private labels The focus in recent times has been on the development of the SPAR India private label and much headway has been made in the R & D and launch of these products. SPAR's private label began with a wide range of staples, spices and dry fruits under the Select, Value and Best Price categories. Other products include dry groceries, snacks (namkeens), cornflakes, ketchup, plum cake & leaf tea and a cleaning range of toilet cleaner, glass cleaner, phenyl, scrubbers and liquid dishwash. In this financial year, instant noodles, a mango drink and more namkeen products will be added. SPAR Baby Diapers, detergent powder & bar, dishwash bar, floor cleaners & air fresheners will also become available. The financial year should end with about 50 FMCG SKUs and then increase to 150 by April 2012. The second category is fresh grocery where pre-packed bakery products under "SPAR Fresh Bakes" include a range of breads, cookies and cakes. Pre-packed organic vegetables under "SPAR Organics" are also now available for customers. In the non food category, a large number of SKUs have been added in addition to pressure cookers, non stick ware, towels, curtains, bed sheets, quilts and comforters. A range of dress materials under the label SPAR Diva is available as well as belts, handkerchiefs, socks, micro fibre pillows and cushions, A set of 6 glasses as well as 21 and 32 piece melamine dinner sets are on the shelves as well as a multi kitchen knife set. Co branding with Bombay Dyeing for men's ready to stitch wear and with Dukes Leisure wear is also underway. The SPAR food private labels currently account for 16% of the total food sales. This is likely to grow to 25% by March 2013. About SPAR India and its plans: SPAR Hypermarkets and supermarkets in India is the result of a license agreement between the Dubai based Landmark Group's Max Hypermarkets India Pvt. Ltd. and SPAR International. SPAR is the world's largest independent food retail chain and is present in 33 countries with 12, 680 stores and a turnover of 28 billion euros. Max Hypermarkets is responsible for the entire business operation - from capex outlay to day to day operations. Management control also rests with Max Hypermarkets. SPAR provides knowledge transfer and brings with it best practices in international retailing and technical expertise to ensure that the brand is being accurately represented, whilst ensuring that the local partner retains their financial independence to deliver the best solution in each market. SPAR International plays an integral support role in the development of the hypermarket format in India.

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SPAR currently has three stores in Bangalore and one each in Hyderabad, Mangalore and Delhi. By 2013, SPAR will open about 30 hypermarkets across India and clock revenues of Rs 1700 crores. This will entail an investment of Rs 550 crores. Spar (trademarked as SPAR), trades from approximately 12400 stores in 34 countries worldwide and is the world's largest independent voluntary retail trading chain. Etymology The name was originally DE SPAR, an acronym of the Dutch phrase Door Eendrachtig Samenwerken Profiteren Allen Regelmatig (literally: "through united co-operation everyone regularly profits"). Spaar or spar means "save (money)" in Afrikaans, Dutch, Danish, German, Swedish and Norwegian. "De Spar" is Dutch for "The Fir", hence Spar's logo. As the organisation expanded across Europe, the name was abbreviated by dropping "DE", but the underlying meaning remains. In Italy, the name is still Despar, though in keeping with the international branding, the "SPAR" section of the logo is highlighted, and the larger stores are still called Eurospar and Interspar. In Japan the store operates under the name Hotspar, although the store logo colouring remains unchanged. Sub Brands InterSpar These are hypermarkets and compete directly against major international chains such as Real, Carrefour and Tesco. EuroSpar & Super Spar The EuroSpar name is used for this format in Europe and SuperSpar in Africa. These are mid-sized supermarkets. They are designed to fit in a niche between convenience stores and traditional supermarkets. Spar Express (KwikSpar in South Africa) This is the smallest store type. They are designed for small sites and service station forecourts. Spar Drive-Thru There is a Drive-Thru Spar on the Cliftonville Road in Belfast, Northern Ireland. Corporate Social Responsibility -Growing Sustainably

In the SPAR Worldwide organisation there is a commitment to responsible retailing. The SPAR store is the heart of the local community: it serves the needs of local customers, provides employment for local people and provides a market for local suppliers. It is from this local involvement that SPAR so often fulfils its corporate social responsibility by supporting charities, communities and sports organisations. SPAR country organisations are engaged in CSR activities at national level. SPAR countries have already for some time sought to reduce energy usage, to eliminate waste and to minimise our carbon footprint. Initiatives include the development of eco-friendly retail stores and distribution centres. Transportation initiatives have been implemented not only to reduce dependence on carbon based fuels but also to optimise routings and loading levels.

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Ashoka Metropolitan Mall Banjara Hills, Hyderabad, spread over 33,250 sq. ft on two levels. This is the 8th SPAR store in India, with the other 7 located in Bangalore, Hyderabad Mangalore, Pune and Delhi.

Theoretical knowledge
In modern society the needs and requirements of the people are ever increasing and ever changing, so when their needs are not fulfilled they are dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. To utilize the contribution of the employees of an organisation, they should be provided with good working condition to boost their job satisfaction. Any business can be successful, flourish & sustain employee satisfaction and dissatisfaction is felt, understood and solved. Problem of efficiency, labour turnover, absenteeism require a social skill of understanding a problem and dealing with scientific investigation serves the purpose to solve the problem in the industry a) Pay b) The work itself c) Promotion d) The work group e) Working condition f) Supervision

PAY Pay is instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter, clothing and provides the means to enjoy valued leisure interest outside of work. Pay can serve as symbol of achievement and source of recognition. Employee see pay as a reflection of Organisation. Fringe benefits have not been found to have strong influence on job satisfaction as direct wages.

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THE WORK ITSELF Workers want jobs that are challenging. The two most important aspects of the work itself that influence job satisfaction are variety and control over work methods and work place. Jobs with moderate variety produce most job satisfaction. Job with little variety cause workers to feel bored and fatigued. Jobs with too much variety and stimulation cause workers to feel burnout and stressed.

PROMOTION Promotion opportunities have a moderate impact. Promotion to a higher level provides employees with more freedom, more salary and more challenging work assignments.

SUPERVISION Two dimensions of supervisor style: 1. Employee centred or consideration supervisors who establish a supportive personal relationship with subordinates and takes a personal interest in them. 2. The other dimension of supervisory style influence participants in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisors on the overall work situation.

WORK GROUP Having friendly and co-operative co-workers is a modest source of job satisfaction. The working group also serves as a social support system of employees. Co-workers help in solving problems and also source of comfort.

WORK CONDITION Employees desire good working condition because they provide greater physical comfort, they influence life outside of work. If people are required to work for long hours or overtime they will feel little need for family, friends and recreation outside work.

IMPORTANCE OF QWL
QWL is an important indicator of how employees feel about their job and a predicator of

23

work behaviour such as organisational, citizenship, absenteeism, and turnover. The correlation is reciprocal between job satisfaction and life style. People who are satisfied with their job tend to be satisfied with their life and those who are satisfied with life tend to be satisfied with their job. Dissatisfied employees skip work more often and more likely to resign. Satisfied workers likely to work for longer period with the organisation.

Importance of motivation
1. Motivated employees are always looking for better ways to do a job. 2. A motivated employee is more quality oriented. This true whether we are talking about a top manager spending extra time on data collection and analysis for a report or a clerk taking extra care when filing important document. 3. Highly motivated workers are productive than apathetic worker. Due to high productivity of Japanese workers, few workers are required to produce an automobile. 4. Motivated employees go beyond their responsibility and engage in creative, innovative and spontaneous behaviour at work.

EMPLOYEE BENEFITS AND WELFARE Welfare includes various services, benefits and facilities that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of employees high so as to retain the employees for longer duration. Welfare is not only in monetary terms like monitoring of working condition, creation of industrial harmony through infrastructure of health, industrial relations and insurance against disease, accident and unemployment for the workers and their families. They provide better physical and mental health to workers and thus promote a healthy work environment. Facilities like housing scheme, medical benefits, and education and recreation facilities of workers families help in raising their standard of living, so that workers pay more attention towards work and thus increase their productivity. Employers get stable labour force by providing welfare facilities by increasing the involve, participation and productivity of employees. It promotes healthy industrial relations and maintains industrial peace.

24

Chapter : III

Data collection, Analysis and Interpretation

25

QWL survey of SPAR staff 1.Recruitment sources

Recruitment sources Referrence EEGM Paper Advertisement Recruitment company Respondant 41 3 1 1 2 1 1 Percentage(%) 82 6 2 2 4 2 2

Unsolicited resume and application

Project internship Dr. Reddy Foundation

Recruitment process
Referrence Recruitment company Dr. Reddy Foundation 2% 6% 2% 4% 2% 2% EEGM Walk-In Paper Advertisement Project internship

82%

Analysis: With reference to Table:1 it is evident that 82% of the Recruitment is done
through Reference, 6% through EEGM ,4% through Unsolicited resume and applications. Paper Advertisement, Recruitment company, Project Internship, Dr Reddy Foundation all 2% each.

Interpretation: The main source of Recruitment in SPAR Hypermarkets is External

Recruitment by Employee Referrals

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2. Duration of Work at SPAR Hypermarkets

Duration of Work at SPAR Hypermarkets 1Months-6Months 6Months-1 Year 2Years -2years 6months 2 years 6months- 3years

Respondent 12 35 2 1

Percentage 24 70 4 2

Work Experience
2% 4% 24% 1Months-6Months 6Months-1 Year 2Years -2years 6months 70% 2 years 6months- 3years

Analysis: It is evident that 42%

of the staff have been working in SPAR for

8months,16% of them for 9months,12% months for 7months, 6% of them for 5months, 6% for 2months and 1month. 4% of them for 2yrs and 6months. 2% for 3yrs and 3months.

Interpretation:

Majority of the employees are Loyal to Organisation. As the duration

for which they have been working is 6 months to 1 Year.

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3.Non-Monetary Benefits
Non Monetary Benefits Highly Satisfied Satisfied Not availed the benefits Dissatisfied Respondants 9 3 36 2 Percentage(%) 18 6 72 4

Non Monetery Benefits

Highly Satisfied Satisfied Not availed the benefits 4% 18% 6% Dissatisfied

72%

Analysis-

It is evident from the above table and chart that 72% of the staff have not

availed the non-monetary benefits like Health Insurance benefits or ESI.18% are Highly satisfied, 6% satisfied and 4% dissatisfied.

Interpretation:

Majority of the staff are not aware of the proper Mediclaim procedure.

Those who have availed the benefits are satisfied.

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4. General Amenities Availability

a) Canteen/ Chill out Zone

Canteen Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

Respondant 15 30 1 4

Percentage(%) 30 60 2 8

Dissatisfied 8%

Canteen/ Chill out Zone

Neither satisfied nor dissatisfied 2% Highly Satisfied 30%

Satisfied 60%

Analysis:

60% of the employees are satisfied with the Chill out Zone,30% are highly

satisfied. 8% are dissatisfied and 2% are neither satisfied nor dissatisfied.

Interpretation:

Majority of the staff is satisfied with the Chill out Zone.

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b) Toilets

Toilets Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

Respondant Percentage(%) 19 28 2 1

38 56 4 2

Toilets
Highly Satisfied Satisfied Neither satisfied nor dissatisfied 4% 2% Dissatisfied

38%

56%

Analysis: 56% of the staff is

satisfied with the toilets, 2% are highly satisfied. 38% are not

satisfied and 4% are neither satisfied nor dissatisfied.

Interpretation :

Majority of the staff is satisfied with the toilets.

c) Drinking water
30

Drinking water Highly Satisfied Satisfied Dissatisfied

Respondant 16 31 3

Percentage(%) 32 62 6

Dissatisfied 6%

Drinking water

Highly Satisfied 32%

Satisfied 62%

Analysis:

It is evident that 62% of the staff is satisfied, 32% of the staff are highly

satisfied and only 6% are not satisfied.

Interpretation:

Most of the staff is satisfied with the drinking water facility.

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d) Lockers

Lockers Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

Respondant 10 30 4 6

Percentage(%) 20 60 8 12

Lockers
Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

8%

12%

20%

60%

Analysis:

60% of the staff is satisfied with the lockers provided to the staff, 20% are

highly satisfied. 12% are dissatisfied and 8% neither satisfied nor dissatisfied.

Interpretation:

Most of the staff is satisfied with the locker provided to the staff.

Those who are not provided the locker are dissatisfied and also want the locker room to be cleaned regularly.

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e) Shoe Polish Machine

Shoe Polish Machine Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

Respondant 10 11 10 19

Percentage 20 22 20 38

Dissatisfied 38%

Highly Satisfied 20% Satisfied 22% Neither satisfied nor dissatisfied 20%

Analysis:

38% of the staff is not satisfied with the shoe polish machine, % are

satisfied, % are highly satisfied and % are neither satisfied nor dissatisfied.

Interpretation: Majority of the staff

is not satisfied with the shoe polish machine as it is

not in proper working condition and does not contain the shoe polish crme.

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5. Co-operation of co-workers

Co-operation of Highly Satisfied Satisfied Dissatisfied

co-workers

Respondant 15 34 1

Percentage(%) 30 68 2

Dissatisfied 2%

Co-opration of co-workers
Highly Satisfied 30%

Satisfied 68%

Analysis: 68%

of the employees are satisfied with the co-operation that they get from the

other co-workers, 30% are highly satisfied and 2% are dissatisfied.

Interpretation: The SPAR staff co-operate with each other to carry out their work,
responsibilities and duties.

34

6. Co-operation from Supervisors

Co-operation of Supervisors Highly Satisfied Satisfied

Respondant 14 36

Percentage(%) 28 72

Co-operation from Supervisors

40 35 30 Axis Title 25 20 15 10 5 0 Highly Satisfied Satisfied Respondant

Analysis: 72% of the staff are satisfied

28% are highly satisfied

with the co-operation from their supervisors,

Interpretation: All the staff is satisfied with the co-operation from their supervisors.

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7. Salary satisfaction

Salary satisfaction Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

Respondant 3 18 5 24

Percentage(%) 6 36 10 48

Salary satisfaction

Highly Satisfied 6%

Dissatisfied 48%

Satisfied 36%

Neither satisfied nor dissatisfied 10%

Analysis:

48% of the staff is not satisfied with the Salary/ Compensation they receive,

36% of them are satisfied, 10% neither satisfied nor dissatisfied.

Interpretation: Majority of the staff of SPAR is not satisfied with their salary.

36

8. Satisfaction about shifts

Satisfaction about shifts Highly Satisfied Satisfied Dissatisfied Respondant Percentage(%) 6 12 36 72 8 16

Satisfaction about shifts

Highly Satisfied 12% Dissatisfied 16%

Satisfied 72%

Analysis: 72%
16% dissatisfied.

of the staff is satisfied with the shift timings, 12% are highly satisfied and

Interpretation: Majority of the staff is

satisfied with the shifts timings. Mainly the

female staff is not satisfied with the morning shift timings. They want it to be from 8am.

37

9. Satisfaction about amount of work/working hours

Satisfaction about amount of work/working hours Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

Respondant 9 18 3 20

Percentage(%) 18 36 6 40

Satisfaction about amount of work/working hours

Highly Satisfied 18% Dissatisfied 40% Satisfied 36% Neither satisfied nor dissatisfied 6%

Analysis: 40% of the staff is

dissatisfied with the amount of work they perform or the working hours, 36% are satisfied, 18% are highly dissatisfied and 6% neither satisfied nor dissatisfied.

Interpretation: Though majority of the staff is satisfied with the work they perform but
complain about the working hours. It exceeds from 9 hours to 10 and half hours.

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10. Recreational activities by Organisation

Recreational activities by organisation Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

Respondant

Percentage(%) 11 22 25 50 5 9 10 18

Recreational activities by organisation

Dissatisfied 18% Neither satisfied nor dissatisfied 10% Satisfied 50% Highly Satisfied 22%

Analysis:

50% of the staff is satisfied with the recreational activities, 22 % are highly

satisfied, 10% neither satisfied nor satisfied. 18% are dissatisfied with the activities.

Interpretation: Most of the staff is satisfied with the recreational activities like Rangoli
Competition, Kite flying competition, cricket etc conducted. The cashiers or the staff who are on the floor and can not attend the activities are dissatisfied.

39

11.Opportunity for developing skills and talent

Opportunity for developing skills and talent Highly Satisfied Satisfied Dissatisfied

Respondant 10 30 10

Percentage(%) 20 60 20

Opportunity for developing skills and talent

Highly Satisfied Satisfied Dissatisfied

20%

20%

60%

Analysis: 60% of the staff

is satisfied with the opportunity provided to them developing

skills and talent for succession planning, 20% are highly satisfied and 20% are dissatisfied.

Interpretation: Most of the staff is satisfied with the opportunity provided to them
developing skills and talent for succession planning.

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12. Reward system satisfaction

Reward system satisfaction Highly Satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied

Respondant 14 22 11 3

Percentage(%) 28 44 22 6

Dissatisfied 6%

Reward system satisfaction

Highly Satisfied 28%

Neither satisfied nor dissatisfied 22%

Satisfied 44%

Analysis: 44%

of the staff is satisfied with the reward system at SPAR, 28% are highly

satisfied, 22% are neither satisfied nor dissatisfied and 6% are dissatisfied.

Interpretation: Majority of the staff is satisfied with the Reward and Recognition
system at SPAR like Best Employee, Staff etc

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13. Helpfulness of classroom /on the job training

Helpfulness of classroom /on the job training Highly Helpful Helpful

Respondant

Percentage(%) 15 30 35 70

Helpfulness of classroom /on the job training

Highly Helpful Helpful

30%

70%

Analysis: 70%

of the staff find the Class Room Training / on the Job training helpful and

30% of them find it highly helpful.

Interpretation: All the staff find the Class Room Training / on the Job training helpful.

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14. Job related stress/ pressure

Job related stress/pressure No Stress Tolerable Stressful

Respondant 39 1 10

Percentage(%) 78 2 20

Job related stress/pressure

tolerable 2%

Stressful 20%

No Stress 78%

Analysis:

78% of the staff find no stress related to the work they perform, 20% find it

stressful and 2% tolerable stress.

Interpretation:

Majority of the staff find no job related stress or pressure.

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15. Work life balance

Work life balance No time for family/friends Sufficient time

Respondant

Percentage(%) 30 60 20 40

Work life balance

Sufficient time 40%

No time for family/friends 60%

Analysis:

60% of the staff have poor work life balance as they dont get time for their

family and friends, remaining 40% get sufficient time.

Interpretation:

As the shifts extend from 9 hours to 10 and half hours so the employees

dont have poor work life balance as they dont get time for their family and friends.

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16. Authority/ Empowerment given to take decisions

Authority/Empowerment given to take decisions No Authority Full Authority Can take decisions but need to inform supervisors

Respondant

Percentage(%) 32 64 9 18 9 18

Authority/Empowerment given to take decisions

18% No Authority 18% 64% Full Authority Can take decisions but need to inform supervisors

Analysis:

64% of the staff dont have any Authority in taking a decision on their own,

18% have full Authority and 18% can take decision but need to inform the supervisors.

Interpretation:

Majority of the staff is not empowered or dont have the Authority to

decisions on their own.

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17. Expectation before joining SPAR met after joining the Organisation

Are the Expectations before joining SPAR met after joining Yes No

Respondant 40 10

Percentage(%) 80 20

Are the Expectations before joining SPAR met after joining

No 20%

Yes 80%

Analysis:

80% of the Employees expectation before joining SPAR Hypermarkets are

met after joining the organisation. 20% of the Employees are not met.

Interpretation: Employees are satisfied working at SPAR Hypermarkets as their

expectations before joining SPAR Hypermarkets are met after joining the organisation.

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18. Employee willingness to continue working with SPAR

Employee willingness to continue Yes No Not yet decided

Respondant 30 10 10

Percentage(%) 60 20 20

Employee willingness to continue

Not yet decided 20%

No 20%

Yes 60%

Analysis:

60% of the staff wants to continue working with SPAR hypermarkets,

20% dont want to continue and 20% have not yet decided.

Interpretation:

Majority of the staff wants to continue working with SPAR

Hypermarkets i.e they dont have any plans to quit SPAR.

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Chapter : IV

LEARNINGS

48

LEARNINGS

PERSONAL LEARNING
To be patient while listening to the others (customers) complaints and suggestions. To have the willingness to help the others (customers) whenever required. To be punctual, focused and regular to whatever we do. To show empathy towards others (customers) .

PROFESSIONAL LEARNING
To co-ordinate with the different organisational key members. To finish work within deadlines. To prepare reports with required tables, pie-charts, charts etc. To give presentations to the management. To analyse and interpret the primary data and give suggestions based on them to the management.

49

Chapter : V

Conclusion

50

SUMMARY OF FINDINGS

1. The main source of Recruitment in SPAR Hypermarkets is External Recruitment by Employee

Referrals.

2. Majority of the employees are Loyal to Organisation. As the duration for which they have
been working falls between 6 months to 1 Year.

3. All the Employees of SPAR Hypermarket are satisfied with the working condition. 4. Majority of the staff is not aware of the Non-monetary benefits, like proper Mediclaim
procedure, so they have not availed the benefits. Those who have availed the benefits are satisfied.

5. General Amenities
a) Majority of the staff is satisfied with the Chill out Zone. b) Majority of the staff is satisfied with the toilets. c) Most of the staff is satisfied with the drinking water facility d) Most of the employees are satisfied with the locker provided to the staff. Those who are not provided the locker are dissatisfied and they also want the locker room to be cleaned regularly. e) : Majority of the employee are not satisfied with the shoe polish machine as it is not in proper working condition and does not contain the shoe polish crme.

6. The SPAR staff co-operate with each other to carry out their work, responsibilities and
duties.

7. All the employees are satisfied with the co-operation from their supervisors, top management. 8. Majority of the staff of SPAR is not satisfied with their salary. 9. Majority of the employees are satisfied with the shifts timings .Mainly the female employees
are not satisfied with the morning shift timings. They want the shift to start from 8am in the morning.

10. Though majority of the staff is satisfied with the nature of work they perform but complain 51

about the working hours. It exceeds from 9 hours to 10 and half hours.

11. Most of the staff is satisfied with the recreational activities like Rangoli Competition, Kite
flying competition, cricket etc conducted. The cashiers or the employees who are on the floor and cant attend the activities are dissatisfied.

12. Most of the staff is satisfied with the opportunity provided to them developing skills and talent
for succession planning.

13. All the employees are satisfied with all the company policies and practises. 14. Majority of the staff is satisfied with the Reward and Recognition system at SPAR like Best
Employee, Staff etc

15. All the staff find the Class Room Training / on the Job training helpful to develop required job
related knowledge and skills.

16. Majority of the staff find no job related stress or pressure. 17. As the shifts extend from 9 hours to 10 and half hours so the employees dont have poor work
life balance as they dont get time for their family and friends.

18. Majority of the staff is not empowered or dont have the Authority to decisions on their own. 19. Employees are satisfied working at SPAR Hypermarkets as their expectations before joining
SPAR Hypermarkets are met after joining the organisation.

20. Majority of the staff wants to continue working with SPAR Hypermarkets i.e they dont have
any plans to quit SPAR in the near future.

52

SUGGESTIONS AND RECOMENDATIONS

1. A proper training session should be conducted so that all the staff especially the customer service associates and cashiers are made aware of the Mediclaim so that they can avail the services. 2. As most of the employees dont have a proper work life balance, their working hours should not be exceeded to 10 and half hours. It should be confined to 9 hours. 3. As most of the employees are not satisfied with their compensation plan, 4. A proper check list for employees who have attended recreational activities should be made, so that if one activity is missed by a group of employees, next time they can attend the next activity. This way all the employees of second shift and cashiers will get the opportunity to attend the activities, otherwise the employees feel demotivated. 5. Their feedback and opinions should be taken for problem solving and decision making. 6. The SPAR employees should be empowered more to take decisions on their own for increased job satisfaction, motivation and to reach their full potential. 7. Proper Succession Planning should be done so that the employees are promoted in the organisation which makes them realise that the organisation cares for them, they will remain loyal to the organisation.

53

Chapter : VI

ANNEXURE

54

EMPLOYEE NAME : EMPLOYEE ID: DEPARTMENT: DESIGNATION:

GRADES 5 -Highly satisfied 4Satisfied

DATE:

3 - Neither satisfied 2 Dis nor dissatisfied satisfied

1 - Highly dissatisfied

SL NO.

Attributes

Response

1 Recruitment 2 Work experience 3 Working environment GRADES 4 Non monetary benefits General amenities 5 availability a)Canteen b)toilets c)Drinking water 1 2 3 4 5

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

55

d)locker e) Shoe polish machine Co-operation of coworkers Co-operation of supervisors Satisfaction with top management satisfaction regarding nature of job

1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5

6 7 8 9

10 Salary satisfaction Satisfaction about 11 shifts Satisfaction about amount of work / 12 working hours recreation by the 13 organisation Opportunity for developing skills and 14 talent Opinion about company policies and 15 practise Opinion about company's promotion 16 policies Are you satisfied by 17 the REWARD system 18 19 20 21

1 1

2 2

3 3

4 4

5 5

1 1

2 2

3 3

Is the classroom/On the job training helpful Job pressure/stress Work life balance Authority /Empowerment given to take

4 5 Not Highly helpful Helpful helpful High No stress Tolerable Stress sufficeint No time for family time No Full can take 56

decisions

Authority Authority decision but need to inform supervisor YES YES YES NO NO NO Not decided yet

22 23 24

Awareness about holidays/ Leaves Awareness about Mediclaim Are your ExpectationS about job before joining met those after joining SPAR

25

Employee willingness to continue

YES

NO

REMARKS By Employee

SIGNATURE:

57

Chapter :VII

BIBLIOGRAPHY

58

SEARCH ENGINE www.google.com

Website:

www.wikipedia.com http://www.spar-int.com/ www.spar-international.com

Reference Books:
Human Resource Management by Snell and Bohlander, 7th Edition Strategic Human Resource Management by Jeffrey A. Mello, 5th Edition

59