1.

INTRODUCTION
Employee engagement is associated with many desirable outcomes, such as job satisfaction,
intention to stay and job performance. Companies with a greater number of engaged employees
typically have lower operating costs, higher customer satisfaction and higher profits. There is a
tangible monetary benefit to companies investing time and resources in fostering higher
engagement within their employees. The task of precisely defining employee engagement is still
ongoing, but it is most often defined in terms of behaviours exhibited in the workplace. Engaged
employees are prepared to go the extra mile in pursuit of workplace excellence. They are
ambassadors for their organisations, who will speak highly of the company and its people, even
when they are not in a work setting.

An engaged employee is identifiable by workplace

behaviours such as losing track of time as they are so absorbed in the task at hand. This is
distinct from excessive overtime in order to give the impression of hard work. Both look the
same, but one is productive for the employer- employee relationship and one is not!
Academics would say that not enough is understood about what drives employee engagement as
most research in the area has tended to focus on business outcomes without investigating
underlying causes. As the impact of engagement on business has been positive and has been
linked with higher profitability, practice has raced ahead of the underpinning research in pursuit
of creating a more engaged and hence profitable workforce.

I undertook research to aid understanding of the area by investigating the relationship between
employee engagement and the retention level.

At the same time I looked at the interplay between individual differences and engagement levels
of the organization. I hoped to discover best practices of the organizations and the individuals
expectations from such strategies.

Success today requires a good bit more than good attendance. Yet, multiple studies in different
countries and across industries show that employees who are passionate about their jobs and the
organizations in which they work are in the minority. Some of the Survey conducted by few
organization revealed that approximately 19% of the employees are highly engaged The
1

Corporate Executive Board, looking at levels of engagement across 50,000 employees around the
world, placed only 11 percent in what they dubbed true believer category.1 Towers Perrins
recent Talent Report is slightly more optimistic, finding just 17 percent of the 35,000
employees surveyed to be highly engaged. 40 to 70 percent of employees can be classified as
neutral, middle of the road, or agnostic. Worse yet, an alarming 10 to 20 percent of employees
are actively disengagedjust putting in their time or, worse yet, undermining or badmouthing
their organizations and bosses. The economic impact of low engagement can be staggering.
The global survey shows that 34 per cent of the employees in India are fully engaged and 13 per
cent disengaged. As many as 29 per cent are almost engaged.

What makes these numbers especially discouraging is that, supposedly, we have evolved from
the dark ages of personnel management. On one hand, for the past two decades we have been
trying to realize the benefits of empowerment, teamwork, recognition, people development,
performance management, and new leadership styles.

Evidently, there is a big difference

between putting in place initiatives that have the overall goal of increasing employee
engagement and truly seeing the payoffs. And, on the other hand, one might easily attribute low
engagement to persistent downsizing, which leads to an erosion of loyalty and commitment.

RETAIL INDUSTRY
The retail scenario is one of the fastest growing industries in India over the last couple of years.
India retail sector comprises of organized retail and unorganized retail sector. Traditionally the
retail market in India was largely unorganized. However with changing consumer preferences,
organized retail is gradually becoming popular. Unorganized retailing consists of small and
medium grocery store, medicine stores, subzimandi, kirana stores, paan shops etc. More than
90% of retailing in India fall into the unorganized sector, the organized sector is largely
concentrated in big cities. Organized retail in India is expected to grow 25-30 per cent yearly and
is expected to increase from Rs35, 000 crore in 2004-05 to Rs109, 000 crore ($24 billion) by
2012.

1.2 NEED FOR THE STUDY

This study is taken up to gain an insight in retail marketing .The project was undertaken during
the month of may 2013 and the main purpose of the project is to know the application of the
theoretical aspects in our course in the corporate environment and gain firsthand experience and
expose ourselves to corporate policies, ethics, culture, practices, procedures, facts about the work
culture and policies of the company.
People often lie in exit interviews about why they are leaving. Managers should, of course, know
in advance who is leaving and why. A comprehensive list like this is of little value unless used as
a guide to gather information as to how to engage the employees so that to retain the talents in
the organization.

1.3 OBJECTIVES
To study the overview of bigbazar
To study the employee engagement practices adopted in bigbazar
To study the correlation between the employee engagement practices carried out in the
company and retention levels.
To understand the various responsibilities and duties carried out by each department.
To offer some suggestions to improve the performance of the organization

1.4 METHODOLOGY

TYPE OF RESEARCH
PRIMARY DATA:

Data collection Method through Questionnaire Method was used and employee responses on that
were tabulated and represented in percentage form, which then were analyzed and interpreted.
This was followed by findings and recommendations.
The questionnaire consisted of both open ended as well as multiple choice questions based on 6
factors as listed below:
1.

Attachment to the job

2.

Agreeableness

3.

Emotional stability

4.

Openness to experience

5.

Achievement orientation

6.

Self-efficacy

The above factors are independent factors and retention of employees is dependent on it.

SECONDARY DATA:

The data is collected by secondary sources also. The data is collected through company manual,
product brochure, company website.

1.5 LIMITATIONS OF THE STUDY

Duration of the project is 45 days.

Employees and management were busy and were less responsive.

The study is mainly based on the available printed and published information and opinion of
the officers and employees of the company.

Non-availability of adequate and essential information due to complex nature of the study.

2. BIGBAZAR-OVERVIEW
The history of retail has included countless ways in which retailers have attempted to get their
products in front of the consumer. But it seems that the businesses that have provided their
customers with the most convenience have generally proven to be the most successful.
For centuries, most retail sales were made by the street vendor or the small family owned shop,
which provided their customers with the convenience of not having to grow their own food or
make their own clothes. By the mid nineteenth century, most of the goods that we find in today's
superstores were supplied by craftsmen or local manufacturers who dealt directly with their
customers. Needed, not to mention that they probably had to travel all over town to get their
shopping done.
As manufacturing methods improved, and as the road and rail transport network extended, there
developed specialist manufacturers who needed retail stores to sell their goods. Over time, the
small retail store concept grew, and by the mid 1950's small stores blanketed every high street.
While most people loved the individual attention and great service that the small store provided,
it became more and more difficult for the small store to offer the kind of prices and selection that
the consumer really.
The next big revolution in retailing was the emergence of the retail chains, and later the
superstores. The consumer of the 70's demanded the convenience of having their favorite stores
in one enclosed location where they could easily hop from store to store without having to
concern them about the weather.
This shopping mall concept was quickly embraced by the consumer, but unfortunately the
crowds and traffic of today's mega malls can often turn what should have been a convenient and
comfortable shopping experience into a mission of hand-to-hand combat!
In recent years, the mail order business has experienced some of the most impressive growth,
which would also seem to echo the continuing consumer demand for convenience. Most retailers
are recognizing that they simply have to offer their customers the ability to order products or

services from the comfort of their own home or office in order to compete in today's retail
marketplace.

2.1RETAILING INDUSTRY IN 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 modern retail industry in India will be worth US$ 275- 350 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. 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 has 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 industry and convert Indian
consumers to branded food. Since at present 60% of the Indian grocery basket consists of nonbranded items.
India retail industry is progressing well and for this to continue retailers as well as the Indian
government will have to make a combined effort.

Global retail giants are also entering the retail industry in India and this is also one of the factors
in the growth of the organized retail sector in India.

INDIA IS A GROWING MARKET FOR RETAILING INDUSTRY

The scope of the Indian retail market is immense for this sector is poised for the highest growth
in the next 5 years. The India retail industry contributes 10% of the countrys GDP and its
current growth rate is 8.5%. In the Indian retail market the scope for growth can be seen from the
fact that it is expected to rise to US$ 608.9 billion in 2009 from US$ 394 billion in 2005.
The organized retailing sector in India is only 3% and is expected to rise to 25- 30% by the year
2010. There are under construction at present around 325 departmental stores, 300 new malls,
and 1500 supermarkets. This proves that there is a tremendous scope for growth in the Indian
retail market.
This led to increase in foreign direct investments Global retail giants are also entering the retail
industry in India and this is also one of the factors in the growth of the organized retail sector in
India. The global retail giants who are entering the organized retail sector in India are: Wal-Mart,
Tosco, Carrefour SA, Metro AG.

CHALLENGES FACING THE INDIAN ORGANIZED RETAIL SECTOR

The challenges facing the Indian organized retail sector are various and these are stopping the
Indian retail industry from reaching its full potential. The behavior pattern of the Indian
consumer has undergone a major change. This has happened for the Indian consumer is earning
more now, western influences, and women working force is increasing, desire for luxury items
and better quality. He now wants to eat, shop, and get entertained under the same roof. All
these have lead the Indian organized retail sector to give more in order to satisfy the Indian
customer. The biggest challenge facing the Indian organized retail sector is the lack of retail
space.
With real estate prices escalating due to increase in demand from the Indian organized retail
sector, it is posing a challenge to its growth. With Indian retailers having to shell out more for
retail space it is effecting there overall profitability in retail.
Trained manpower shortage is a challenge facing the organized retail sector in India. The
Indian retailers have difficultly in finding trained person and also have to pay more in order to
retain them. This again brings down the Indian retailers profit levels.
The Indian government has allowed 51% foreign direct investment (FDI) in the India retail
sector to one-brand shops only. This has made the entry of global retail giants to organized
retail sector in India difficult. This is a challenge being faced by the Indian organized retail
sector.
But the global retail giants like Tisco, Wal-Mart, and Metro AG are entering the organized
retail sector in India indirectly through franchisee agreement and cash and carry wholesale
trading. Many Indian companies are also entering the Indian organized retail sector like
Reliance Industries Limited, Pantaloons, and Bharti Telecoms. But they are facing stiff
competition from these global retail giants. As a result disco becoming accepted practices. This
too brings down the profit of the Indian retailers.

10

Some of the reasons for this slow growth are:

1. Retail not being recognized as an industry in India.
2. The high costs of real estate
3. High stamp duty.
4. Lack of adequate infrastructure.
5. Multiple and complex taxation system.

CHALLENGES FACED BY GLOBAL RETAILERS

The emergence of new markets: Asia, especially India and china are the emerging market
places. The technological and transportation and industrial revolutions of the past two decades
have changed much of that.
The empowered consumer: Retaining the consumer is far more difficult today than it was a
decade ago. Consumer lifestyles and demographics are changing rapidly. Spending power is
increasing and technology is aiding consumers in making sound shopping decisions.
Technology enabled efficiencies: Technology has enabled business and consumers to build
efficiencies on the basics of the ability to receive and transmit data, at a fast speed. This
information has today become critical for achieving efficiencies in all aspects of retailing.
The rise of the e-age: The emergence of Internet retailing or e-retailing has been a key driver of
change in retail. The increase in the number of Internet users not in developed markets but also
globally, has placed new demands on retailers. Online shopping facilitated by auction sites are
the new retailers of retail. Comparison- shopping is a new reality of the e-age.

11

TOP 10 RETAILERS IN THE WORLD

Rank

Retailer

Home Country

Sales

in

Millions
1

Wal-Mart
Stores, Inc.
Carrefour
Group
The

Home

Depot, Inc.
The

Kroger

Co.

USA

$202,011

France

$62,216

USA

$53,553

USA

$50,098

Royal Ahold

Netherlands

$48,239

Metro AG

Germany

$43,816

USA

$39,176

USA

$37,931

USA

$37,328

USA

$36,151

Target
Corporation
Albertson's,
Inc.
Sears,

Roebuck
&Co.

10

Kmart
Corporation

12

US$

A SNAP SHOT OF RETAIL PLAYERS PROFILE IN INDIA

SPENCERS RETAIL

SUBHIKSHA

PIRAMYD RETAIL

SHOPPERS STOP

FUTURE GROUP

RELIANCE RETAIL

TRENT

SPENCERS RETAIL:RETAIL VENTURE:

Owned by the Kolkata-based RPG Enterprise, Spencers retail is into food and grocery retailing,
and opened its first store in Hyderabad in 2001. It operates through various formats spread across
India. The various formats are Spencers Fresh, Spencers Daily, Spencers super, Spencers
hyper stores and the most recent one is Spencers express operating in FMCG space.
LEADERSHIP:
SanjivGoenka, Vice Chairman; J.H.Mehta, President.
CURRENT STATUS:
It operates 136 stores spread in 25 cities.
FUTURE PLANS:
Spencers has announced to enter into the consumer durables segment. It is also looking at the
viability of specialized stores in several segments, besides planning to open 15 new stores in 10
cities across, to make a pan-India presence.

13

SUBHIKSHA:RETAIL VENTURE:
The Chennai-based Subhiksha trading services is a discount chain established in 1997, with
a value for money business philosophy. Subhiksha operates in 4 verticals Fruits & Vegetables,
Pharmaceutical, FMCG and Telecom.
LEADERSHIP:R.Subramanian, Managing Director
CURRENT STATUS:
Subhiksha has crossed the 450-store mark across 5 states with over one million sqft of retail
space. It has ended phase one of its 300-crore investment across the country.
FUTURE PLANS:
With a 200-crore investment lined up for the phase two of expansion, Subhiksha to touch a 1000
store chain with a pan-India presence by 2007.

PIRAMYD RETAIL:RETAIL VENTURE:

The Primal Groups retail ventures are Piramyd mega store, Trumart and Trumart Daily. Piramyd
operates in the life style segment with department stores in 5 different categories Men,
Women. Kids.Home and Life style.
LEADERSHIP:
Nandan primal, Managing Director: Bipingurnani, chief operating officer.
CURRENT STATUS:
Piramyd is present in 4 cities operating 9 stores.
FUTURE PLANS: Its plans to open 10-12 more Trumart outlets by this year.

14

SHOPPERS STOP:RETAIL VENTURE:

Owned by the diversified realty to retail conglomerate, the K Raheja Group, Shoppers stop was
set up in 1991 and is one of the first operators in the modern retailing sector in the country.
LEADERSHIP:
B.S.Nagesh, Customer care associate and Managing Director; GovindShrikhande, Customer care
associate and chief executive officer.
CURRENT STATUS:
This premium outlet is present in 10 cities with 20 outlets either as a part of a mall or as
exclusive stores.
FUTURE PLANS:
The group plans to extend the number of its departmental stores from 20 to 48 in about 3 years.

FUTURE GROUP:RETAIL VENTURE:

Future Group founded in 1987 as Manz wear, the company made a foray into modern retail in
august 1997 with the launch of its first departmental store for premium apparel. Pantaloons in
Calcutta.
LEADERSHIP:
Kishore Biyani, CEO and MD; Rajanmalhotra, Head, Big Bazaar; Damodar mall, President and
CEO Food bazaar.
CURRENT STATUS:
The formats are spread in 31 cities, the latest being the launch of Big Bazaar in Surat.
15

FUTURE PLANS:
Biyani has plans to open 75 more food bazaars in the next year spreading the wings to tier-II
cities.

RELIANCE RETAIL:RETAIL VENTURE:

The foray of the largest corporate Reliance industries into the retail arena this year through
Reliance Fresh in Hyderabad on November 3rd. It was first from the 25000 crore investment
committed for retail.
LEADERSHIP:
MukeshAmbani, Promoter; Raghu Pilai, President Strategy.
CURRENT STATUS:
Already opened 22 stores in Hyderabad and Jaipur.
FUTURE PLANS:
Reliance retail plans to establish 4000 outlets across various formats in next 5 years and is eyeing
sales of rupees 1-lakh-crore over this period.

TRENT:RETAIL VENTURE:
The salt-to-software corporate conglomerate TATA Group entered the modern arena way back in
1998. When it opened its outlet Trent in Bangalore in that year. Today Trent operates in three
formats- Westside, Landmark and Star India Bazaar.
LEADERSHIP:
Noel TATA, MD; Neetichopra, Head, Marketing (Westside).
16

CURRENT STATUS:
Westside has more than 20 outlets spread in Bangalore, Hyderabad, Chennai, Mumbai, Pune, and
Delhi & Kolkata.
FUTURE PLANS:
The TATA Group, through its retail brand Proma, is set to enter the Electronics and Consumer
Durable market.

17

2.2 TRENDS
The Retail Trade sector comprises establishments engaged in retailing merchandise, generally
without transformation, and rendering services incidental to the sale of merchandise. The
retailing process is the final step in the distribution of merchandise. Retailers are therefore
organized to sell merchandise in small quantities to the general public.
This sector comprises two main types of retailers:

Store retailers

Non store retailers

STORE RETAILERS:Operate fixed point-of-sale locations, located and designed to attract a high volume of walk-in
customers. In general, retail stores have extensive displays of merchandise and use mass-media
advertising to attract customers. They typically sell merchandise to the general public for
personal or household consumption, but some also serve business and institutional clients. These
include establishments such as office supply stores, computer and software stores, building
materials dealers, plumbing supply stores and electrical supply stores. Catalog showrooms,
gasoline service stations, automotive dealers and mobile home dealers are treated as store
retailers.
In addition to retailing merchandise, some types of store retailers are also engaged in the
provision of after-sales services, such as repair and installation. For example, new automobile
dealers, electronics and appliance stores, musical instrument and supplies stores often provide
repair services. As a general rule, establishments engaged in retailing merchandise and providing
after-sales services are classified in this sector.
NON STORE RETAILERS:Non-store retailers, like store retailers, are organized to serve the general public, but their
retailing methods differ. The establishments of this sub sector reach customers and market
merchandise with methods, such as the broadcasting of infomercials, the broadcasting and
publishing of direct-response advertising, the publishing of paper and electronic catalogs, door18

to-door solicitation, in-home demonstration, selling from portable stalls (street vendors, except
food) and distribution through vending machines. Establishments engaged in the direct sale (nonstore) of products, such as home heating oil dealers and home delivery newspaper routes are
included here.
The buying of goods for resale is a characteristic of retail trade establishments that particularly
distinguishes them from establishments in the agriculture, manufacturing and construction
industries. For example, farms that sell their products at or from the point of production are not
classified in retail, but rather in agriculture. Similarly, establishments that both manufacture and
sell their products to the general public are not classified in retail, but rather in manufacturing.
FORMATS IN DETAIL
CONVENIENCE STORES:
This industry comprises establishments known as convenience stores or food marts primarily
engaged in retailing a limited line of goods that generally includes milk, bread, soda and snacks
in a 2000 to 3000 square foot store with speedy check out. They are the modern version of the
neighborhood mom-and-pop grocery/general store.

19

HR DEPARTMENT STORES:
This industry group comprises establishments known as department stores primarily engaged in
retailing a wide range of the following new products with no one merchandise line
predominating: apparel; furniture; appliances and home furnishings; and selected additional
items, such as paint, hardware, toiletries, cosmetics, photographic equipment, jewelry, toys, and
sporting goods. Merchandise lines are normally arranged in separate departments.
DISCOUNT STORES:
This industry comprises establishments known as department stores that have central customer
checkout areas, generally in the front of the store. Department stores in this industry offer a wide
range of general merchandise (except fresh, perishable foods), limited service and low prices.
SPECIALITY STORES:
This industry concentrates on a limited number of complementary merchandise categories and
provides a high level of service in an area typically less than 8000 square feet. In recent years, a
specialty apparel store has been one of the weakest, slowest-growing areas in retailing.
CATEGORY KILLERS:
This industry is much nearer to discount store that offers a narrow variety but deep assortment of
merchandise. These retailers are basically discount specialty stores. Most category specialists use
a self-service approach, but some specialists in consumer durables offer assistance to customers.
SUPER CENTERS:
This industry offers a wide variety of food and nonfood merchandise. They are the fastest
growing retail category. Supercenters stock between 100,000 and 150,000 individual items
(SKUs). The store generally is spread across 150,000 to 220,000 square foot.

HYPER MARKETS:

20

This industry is large combination food and general merchandise retailers. They typically stock
less than super centers, between 40,000 and 60,000 items ranging from groceries, hardware, and
sports equipment, to furniture and appliances, to computers and electronics. The store generally
is spread across 100,000 to 300,000 square foot.

COMPANY PROFILE

Pantaloon Retail (India) Limited, is Indias leading retailer that operates multiple retail formats in
both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai
(Bombay), the company operates over 10 million square feet of retail space, has over 1000 stores
across 61 cities in India and employs over 30,000 people.
The companys leading formats include Pantaloons, a chain of fashion outlets,

Big Bazaar, a

uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and
feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and Central,
a chain of seamless destination malls. Some of its other formats include, Depot, Shoe Factory, Brand
Factory, Blue Sky, Fashion Station, all, Top 10, m bazaars and Star and Sitara. The company also
operates an online portal, futurebazaar.com.
Future Group is one of the countrys leading business groups present in retail, asset management,
consumer finance, insurance, retail media, retail spaces and logistics. The groups flagship company,
Pantaloon Retail (India) Limited operates over 10 million square feet of retail space, has over 1,000
stores and employs over 30,000 people.

Future Group companies includes, Future Capital Holdings, Future Generally India Indus League
Clothing and Galaxy Entertainment that manages Sports Bar, Brew Bar and Bowling Co. Future
Capital Holdings, the groups financial arm, focuses on asset management and consumer credit. It

21

manages assets worth over $1 billion that are being invested in developing retail real estate and
consumer-related brands and hotels.

ABOUT FUTURE GROUP

GROUP VISION
Future Group shall deliver Everything, Everywhere, Every time 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:

Indians: 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.

Introspection: leading to purposeful thinking.

Openness: to be open and receptive to new ideas, and information.

Valuing and Nurturing Relationships: to build long term relationships.

Simplicity & Positivity: It is in our thought, business and action.

22

Adaptability: to be flexible and adaptable, to meet challenges.

Flow: to respect and understand the universal laws of nature.

INTRODUCTION TO BIG BAZAAR

a. It is a chain of shopping malls in India currently with 31 outlet owned by Kishore
BiyanisPantaloon Group.
b. Big bazaar is not just another hypermarket, but also provides the best products at the best price.
c. It Reflect the look and feel of Indian bazaars at their modern outlets. All over India, Big Bazaar
attracts a few thousand customers on any regular day.
d. Big Bazaar is a chain of department stores in India, currently with 92 stores. It is owned by the
Pantaloon Retail India Ltd, Future Group. It has considerable success in many Indian cities and
small towns.
e. A department store is a retail establishment which specializes in selling a wide range of products
without a single predominant merchandise line. Department stores usually sells products including
apparel, furniture, appliances, electronics, and additionally select other lines of products such as
paint, hardware, toiletries, cosmetics, photographic equipment, jewelry, toys, and sporting goods.

f. At Big Bazaar, you will definitely get the best products at the best prices - that's what it
guarantees.

The Big Bazaar promise

a.

MANUFACTURERS WARRANTIES ON ALL PRODUCTS:

Big Bazaar promises to sell only the original products from the authorized dealers; so that all
applicable products carry the original manufacturers warranty.

23

To service any product

purchased at Big Bazaar, customer can visit the authorized service centre of the manufacturer.
The invoice accompanying the product is the warranty document.
b. GUARANTEED DELIVERY:
Big Bazaar guarantees to deliver the exact product that has selected, without defects. In case of
receiving a different product, or if the product is damaged in transit, the customer should contact
it within the stipulated time period and Big Bazaar will ensure that it is replaced or refunded.

c. SECURE PAYMENT:
It commits to ensure that no payment misuse happens, so we work with banks and payment
gateways to ensure that your information is protected. Payments are protected both by it and by
the policies of customers bank, and the chances of fraud in these channels are actually very low.
Big Bazaar openly publishes its office addresses and is part of Indias largest retail company
with a presence all over India so you know how to contact us in person, if required.

d. OUR SIMPLE 15-DAY RETURNS POLICY:

If customer has purchased something at Future Bazaar and the product did not meet its
expectations or does not fit to his needs, then it can return the product to us; no questions asked,
as long as it is in its original packaging and accompanied by its invoice

e. PROMPT CUSTOMER SUPPORT:

Our customer support is manned by dedicated call centre personnel, who can take decisions and
resolve your problems. They are eager to solve your problems and are aware of the processes
and means to handle them. In case they cannot solve the problem at their end, they will trigger
the required action on your behalf or advise you the best possible method to a successful
fulfillment of all your queries/issues. Be assured that when you call us, your call is being taken
seriously.

24

BIG BAZAAR PROMISES

GUARANTEED DILIVERY

15 DAYS
RETURN
POLICY

PROMPT
CUSTOME-R
SUPPORT

BIG
BAZAAR

MANUFACTURERS
WARRANTY

SECURE
PAYMENT

PORTFOLIO MANAGEMENT
The Future Group has built a strong portfolio of some of the fastest growing consumer brands in
India. This activity is led through Future BrandsIndia Limited, a specialized subsidiary company
that was set up to create and build powerful brands that address the aspirations of the new Indian
consumer.
25

Some of the key brands in this portfolio include, John Miller, Lombard, Bare, DJ&C, Buffalo
and RIG in the fashion and apparel space. Dream line, present in the home segment, offers a
wide range of products in kitchenware, bed & bath linen, and Home Dcor categories.
In the food and home care segment brands include Tasty Treat, Premium Harvest, Fresh & Pure,
Care Mate and Clean Mate.
In consumer durables and electronics space, the groups brands include Koryo and Sensei.

S.M
ADDITIONAL
STORE
MANAGER
DEPARTMENT
MANAGER
SUB- DEPARTMENT
MANAGER
TEAM LEADER

TEAM MEMBER

PRODUCT LINE
Here, one finds over 170,000 products under one roof that cater to every need of a family,
making Big Bazaar Indias favorite shopping destination. Where Big Bazaar scores over other
stores is its value for money proposition for the Indian customers. Big Bazaar, one finds a huge
variety of products to select from with a good price and quality. With the ever increasing array
26

of private labels, it has opened the doors into the world of fashion and general merchandise
including home furnishings, utensils, crockery, cutlery, sports goods and much more at
surprisingly low prices.
In recent years, Big Bazaar has adopted value pricing in which they win loyal customers by
charging a fairly low price for a high quality offering. However, consistent low price for the
products is not only the universally desired characteristic.

DISTRIBUTION OF REVENUE EARNER

a. Big Bazaar is working to make fashion its largest revenue earner.
b. Big Bazaar, the value retailing chain of the Rs 4,500crore Pantaloon Retail, is to focus
specially on fashion retailing or its apparel business to boost overall revenues.
c. It has created Fashion @ Big Bazaar, a sub-brand, to position the format as much more than
food or general merchandise.
d. Big Bazaar is looking at making apparel business its largest revenue generator, as much as 40
per cent in two years and 50 per cent of its overall business, in five years.
e. Currently sales of apparel make up almost 30 per cent of Big Bazaars revenues, which is next
only to its food retailing business that makes up almost 40 per cent.
f. However, we will focus on apparel as the margin here is as high as 35 per cent compared to
food retailing business where margins are probably 12 per cent. So a slight increase in apparel
sales boosts the overall business. Going forward, Big Bazaar plans to rearrange its apparel and
fashion merchandise section in stores in terms of design, layout and elbow space. This is
expected to ensure better product display in stores keeping with consumer buying habits and
convenience.
i. Some of Big Bazaars private labels, like DJ&C and Knighthood, are already big revenue
generators, with DJ&C projecting Rs 1,000crore in the next three years, from 600crore right
now.

27

TIME LINE:Big Bazaar at Sarkhej Gandhinagar Highway in Ahmedabad

2002

Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and
Hyderabad[4]
2003

Big Bazaar - ICICI Bank Card is launched.

Food Bazaar becomes part of Big Bazaar with the launch of the first store in Mumbai at
High Street Phoenix
2004

Big Bazaar enters Tier II cities with the launch of the store in Nagpur
Big Bazaar welcomes its 10 million-th customer at its new store in Gurgaon

2005
Big Bazaar wins its first award and national recognition. Big Bazaar and Food Bazaar awarded
the countrys most admired retailer award in value retailing and food retailing segment at the
India Retail Forum

A day before Diwali, the store at Lower Parel becomes the first to touch Rs 10 million
turnover on a single day
2006
Initiates the implementation of SAP and pilots a RFID project at its central warehouse in Tarapur

Launches a unique shopping program: the Big Bazaar Exchange Offer, inviting customers to

exchange household junk at Big Bazaar

Electronic Bazaar and Furniture Bazaar are launched

2007

Mohan Jadhav sets a national record at Big Bazaar Sangli with a Rs 1,37,367 shopping bill.

The Sangli farmer becomes Big Bazaars largest ever customer.

28

Big Bazaar launches Shakti, Indias first credit card program tailored for housewives

Navaras the jewellery store launched within Big Bazaar stores

2008

The 50th Big Bazaar store is launched in Kanpur

Big Bazaar partners with Futurebazaar.com to launch India's most popular shopping portal

Big Bazaar initiates the Power of One campaign to help raise funds for the Save The

Children India Fund

Pantaloon Retail wins the International Retailer of the Year at US-based National Retail

Federation convention in New York and Emerging Retailer of the Year award at the World
Retail Congress held in Barcelona.
2009

Big Bazaar becomes the fastest growing hypermarket format in the world with the launch of

its 101st store within 7 years of launch

Big Bazaar dons a new look with a fresh new section, Fashion@Big Bazaar

Big Bazaar joins the league of Indias Business Superbrands. It is voted among the top ten

service brands in the country in the latest Pitch-IMRB international survey

2010

Big Bazaar opens its second store in Assam at Tinsukia

Big Bazaar initiates MahaAnnasantarpane program at its stores in South India a unique

initiative to offer meals to visitors and support local social organisations

Big Bazaar captures almost one-third share in food and grocery products sold through

modern retail in India

2011

Future Value Retail Limited is formed as a specialized subsidiary to spearhead the groups

value retail business through Big Bazaar, Food Bazaar and other formats.

29

Big Bazaar wins CNBC Awaaz Consumer Awards for the third consecutive year. Adjudged

the most preferred Most Preferred Multi Brand Food & Beverage Chain, Most Preferred Multi
Brand Retail Outlet and Most Preferred Multi Brand One Stop Shop

2012
Big Bazaar connects over 30,000 small and medium Indian manufacturers and entrepreneurs

with around 200 million customers visiting its stores

Big Bazaar opens its third store in Kanpur at Z Square Mall

Big Bazaar shuold opens its fourth store in Kanpur at Jajmau which is the largest leather

tannery garrison of Asia.

MAJOR MILESTONE
1987
1.

BIG BAZAAR-Isse se sasta aura cha kahinahi!-Indian Hypermarket launched

2.

FOOD BAZAAR-Ab GharchalaanaKitnaAasaan chain of large supermarkets launched.

3.

CENTRAL-shop-Eat-Celebrate in the Heart of the city-Indias First seamless mall is

launched in Bangalore.
4.

Fashion Station The Popular Fashion Chain is LaunchedaLL-a little larger-Exclusive store

for plus-size is launched.

5.

Future Capital Holdings, the Companys Financial arm launches real estate fund kshitij and

Horizon and Private Equity fund Indivision. Plans forays into insurance and consumer credit.
1991-1992
1.

Future Capital Holdings,the Companys Financial arm launches real estate fund kshitij and

Horizon and Private Equity fund Indivision. Plans forays into insurance and consumer credit.
2.

Initial Public Offer (IPO) was made in the month of may

3.

The Pantaloon Shoppe-exclusive mens wear store in Franchisee format launched across the

nation. The company start the distribution of branded garment through multi-brand retail outlets
across the nation.
4.

John miller Formal shirt brand launched

30

5.

Pantaloon India family store launched in Kolkata

PLUS AND MINUS POINT OF BIYANIS QUICK STRATEGY

The Pluses:

Has build up a scale faster than any other retailer.

Is willing to experiment and make bold bets.

Has Indianised all accepted norms of global retail.

Focused more on what matter to the customers.

The Minuses:

Stretching his resources thin with diversification.

Is still largely a one man show, although thats changing.

Hasnt yet invested in IT system in a big way.

Not spending enough time on consolidating the business.

4.

CREDENTIALS

INTERNATIONAL RETAILER AWARD 2007

By the US-Based National Retail federation (NRF)

Images Retail Awards 2005

PRIL-Most admired retiler of the year.

Food Bazaar- Retailer of the year(food and grocery)

Big Bazaar-Retailer of the year(value retailing)

Central-Retailing launch of the year.

Business today selected among PRIL

Top 20 Companies in India to watch in 2005

31

Indias most investor-friendly companies in the top 75

Indias biggest wealth creators in the top 100

Images Retail Awards 2004

1.

PRIL-Most admired retailer of the year

2.

Food Bazaar-Retailer of the year(food and grocery)

3.

Big Bazaar-Retailer of the year(value retailing)

4.

Central-Retail launch of the year

5.

Reid &Taylor and DLF Awards

6.

PRIL-Retailer of the year

7.

Indian Express Award

8.

PRIL-Marketing excellence and excellence in brand building

PARTNER COMPANIES
Home solution Retail (India) Ltd.:-Home solution Retail (India) Ltd. (HSRIL) lead the foray
in the home improvement and consumer electronics retailing segment. It caters to home
management

requirement

and

product

including

furnishing

and

textiles,

furniture,

consumerelectronic, home electronics and home service. It operates retail format like home
town, furnitureBazaar, Collection I,E-Zone, Electronics Bazaar and got it.
Future capital Holdings: :-Future capital is the Financial arm of the group and is involve in
asset management (both private equity and real estate funds) with plans to get into other
financial service.Its associate companies are kshitij Investment Advisory co.Ltd, Indivision
Investment Adviser Ltd, And Ambit Investment Advisory co.Ltd.
Future Media India Ltd.:-Future Media India Ltd. Is a part of the future group, aimed at
creation of media properties in the ambience of consumption and thus active engagement to
brands and consumers.

32

Indus League Clothing Ltd.:- The group own a majority state in Indus League Clothing Ltd.
One of the leading apparel manufactures and marketers in India. Some of its leading brands in
clued Indigo Nation, Scullers, urban,urban yoga and jealous.
Future Bazaar India Ltd.:-Future Bazaar India Ltd. is a subsidiary of pantaloon Retail (India
Ltd.)It owns and operates the online shopping portal.
Galaxy Entertainment corporate Ltd.:-The group owns a state in Galaxy Entertainment
Corporate Ltd. That operates chains like, Bowling Company, Sports Bar and Brew Bar.
Capita Land Retail India:-The group is a Joint venture Partner in capital Land Retail India,
along with Singapore based capital Land Limited. The company provides retail management
services to retail properties owned or managed by various group companies and investment fund.
Footmart Retail:-Footmart retail is a joint venture with liberty shoes and is engaged in the
retailing of footwear product in India.
Planet Retail Holding Ltd.:-The group is a joint venture partner in Planet retail holding ltd.,
which operates sports, life style and leisure retail chain. It also owns the franchisee and
distribution rights of brands like Marks & Spencer, Guess and Puma in India.

33

3. THEORETICAL FRAMEWORK
Definition of Employee Engagement

Employee engagement can be defined as an employee putting forth extra discretionary effort, as
well as the likelihood of the employee being loyal and remaining with the organization over the
long haul. Research shows that engaged employees: perform better, put in extra efforts to help
get the job done, show a strong level of commitment to the organization, and are more motivated
and optimistic about their work goals. Employers with engaged employees tend to experience
low employee turnover and more impressive business outcomes.
Employee engagement is more than just the current HR 'buzzword'; it is essential. In order for
organizations to meet and surpass organizational objectives, employees must be engaged.
Research has proven that wholly engaged employees exhibit,

Higher self-motivation.

Confidence to express new ideas.

Higher productivity.

Higher levels of customer approval and service quality.

Reliability.

Organizational loyalty; less employee turnover.

Lower absenteeism.

Need of Employee Engagement

The general principles of employee engagement have been around for decades. During the past
five years, though, there has been a surge in the popularity of employee engagement.

There are four primary drivers.

1. People have become the primary source of competitive advantage. The Brookings
Institute (2003) examined the primary source of market value in todays organizations and how it
has changed over time. In 1982, 62 percent of an organizations market value came from tangible
34

assets and 38 percent from intangible assets. Tangible assets include things like machinery,
products, facilities, etc. Intangible assets, on the other hand, include factors such as brand,
intellectual property, and, most important, the quality of the workforce. By 2002, 20 years later,
the source of value had almost totally flipped. Almost 80 percent of market value today comes
from the intangible with a scant 20 percent coming from tangible assets. As we all have heard
before, products can easily be copied, a technological edge can prove fleeting, and more facilities
can be built, but the quality of an organizations talent, its passion and commitment, is nearly
impossible to replicate. Engagement is the fuel that drives the value of intangible assets.

2. Retention and the war for talent. The landmark 1998 McKinsey study, The War forTalent,
was among the first to talk about the potential for workforce shortages due to the aging
population. The studys authors called upon organizations to take more seriously their efforts to
attract and retain talent, to assure that they would be able to survive and thrive in the future. In
the late 1990s and early 2000s, the slump in the global economy quickly took the spotlight off of
the anticipated talent shortage. And some predict that a portion of todays aging workers will
delay their retirements out of necessity, attenuating the expected talent shortage. Since 2003 the
picture is once again changing, albeit not as quickly as expected. For example, the Society for
Human Resources Management reported that 48 percent of the employees it polled are actively
seeking new jobs. Additionally, the workforce is getting older, with many of the baby boomers
hitting 60 in 2006 and ready to retire. Over and above the workforce cost of increased
retirements, companies are beginning to take heed of the enormous financial costs of turnover
and increasingly viewing employee engagement as an imperative for keeping their key
employees and attracting new onesas the war for talent heats up once again.

3. Popular appeal. Remember the reengineering wave? Even those who used it as more than
just a guise for massive layoffs found it painful. Six Sigma implementations are invaluable to
business performance, but most companies are finding them too complex to implement well.
Engagement is a different matter altogether. While it still takes patience to implement,
engagement gets to the hard stuff by focusing on the softer stuff. As one manager said: Its
about appealing to the head and the heart. Engagement is about creating passion, its about
focusing on what people do well, and its about development and recognition. Some have called
35

employee engagement a form of positive psychology which, on the whole, is an easy pill for
organizations and their employees to swallow.
4. Overwhelming impact. The human resources function has been under pressure for decades to
prove that it makes a difference. While CEOs may espouse the importance of their workforces in
their annual reports, when times get tough, HR is among the first to get the budget axe. Why? A
lack of convincing evidence on the value of HR initiatives. HR professionals are scrambling,
according to a recent Conference Board report, to prove that their activities and investments are
both efficient and positively influential to business strategy.The positive relationship between
engagement and performance (documented in hundreds of studies, with the evidence mounting
every day) provides a way for HR to prove its contribution. Its a fact: The higher the level of
engagement, the higher the performance of the business. The research is not inconclusive, not
limited to one country or industry, and not contained to a few hundred peopleits
overwhelming.
How to Make Employees Engage

Growth and development - An exciting position, with plenty of opportunity for growth,

learning, and advancement for employees is always helpful in retaining employees.

Support and recognition - Giving those rewards and recognition.

In many instances, employee retention starts just as soon as an employee is hired. If a

company sees an unusual amount of potential in a new hire, management could make them feel
appreciated right off the bat. In a way, this practice can be considered a combination of
recruitment and retention tools.

Employee Participation in decision making is also a very effective engagement activity in

the organization.

Aligning effort with strategyEngagement begins with employees clear understanding of

what they should be doing on the job. Each employee needs a solid job description and a clear
set of performance expectations.

EmpowermentEmpowerment is a feeling of job ownership and commitment brought

about through the ability to make decisions, be responsible, be measured by results, and be
recognized as a thoughtful, contributing human being rather than a pair of hands doing what
others say.
36

Teamwork and Collaboration - In the context of engagement, teamwork and collaboration

require good relationships both within the work group and across work groups. Many
organizations have strong teams with members who work well with each other.
The Benefits of Employee Engagement
The power of employee engagement is that it is closely connected to business results. When
employees work in an environment in which they can focus their attention on their work and
have a drive to do their best, organizations experience higher levels of productivity
andprofitability. Engaged employees look for better ways to do their work, spend less time on
wasted activities, and make effective use of resources. In the end, companies deliver better
products or services and have more resources left to invest in further improvements. Although it
is an important consideration, high financial compensation is not the only driver of increased
employee retention. As addressed previously, employees decide to stay with organizations for
other reasons, such as growth and development opportunities, strong leadership, and meaningful
work. Turnover costs organizations millions of dollars each year, and engagement has a proven
relationship to employee retention. No one likes going into a store where the sales clerks are
sullen, absent, or uncooperative. Its easy to see why customers notice engaged employees and
are more satisfied and willing to purchase again. For example, Tom Labadie, director of training
and development at CompUSA states, When you walk into a store with high engagement
scores, you can sense the positive tone. Employees whistle and smile, they approach customers,
and the store gives off that elusive approachable feeling that customers appreciate.
Organizations with engaged employees have more satisfied customers, but its not just because
employees have better interactions with customers. Engaged employees are more likely to
improve other critical factors affecting customer satisfaction, such as responsiveness, product
quality, thought leadership, innovation, etc. Finally, higher engagement translates into higher
andfaster revenue growth. Engaged employees are more innovative and place more emphasis on
meeting customer needs. The what can I do better or differently attitude of engaged employees
versus the its not in my job description attitude of the unengaged simply leads to better
financial performance.

37

ASSESSING ENGAGEMENT
Over the past eight years, The Gallup Organization has been conducting exhaustive studies of
employee engagement to try and answer these fundamental questions. One of a handful of
engagement evangelists, Gallup has promoted the value of measuring employee engagement
through a series of books, seminars and programmes; it has also taken the lead in identifying and
managing the factors that impact engagement levels.
In order to rate the engagement of a workforce, first Gallup assesses employees to determine
whether they are engaged, not engaged or actively disengaged.
Engaged employees are the stars in a company. Passionate about what they do, they feel a strong
connection to their company and perform at high levels every day while looking for ways to
improve themselves and the company as a whole.
Not engaged employees, according to Gallup, are the company zombies who show up every day
and put in just enough effort to meet the basic requirements of their jobs. Without passion or
innovation, these employees neither commit to the companys direction, nor do they work
against it.
Actively disengaged employees are those who present a big problem for businesses. Negative by
nature, these people are unhappy in their work and they compound their lack of productivity by
sharing this unhappiness with those around them. They are the proverbial bad apples who revel
in their discontent while undermining the accomplishments of others; as a result, not only do
they achieve little themselves, they also prevent others from being productive too.
HISTORICAL BACKGROUND OF EMPLOYEE ENGAGEMENT
Over the past decade, the way in which people are managed and developed at work has come to
be recognized as one of the primary factors in achieving improvement in organizational
performance. This is reflected by popular idioms such as people are our most important assets.
Back in the good old days of corporate world, things were pretty simple. Companies put people
on career tracks straight out of college; they gave employees a job for life and waved them
38

goodbye with a gold watch at retirement. The promise of the stable life as a company employee
kept both morale and productivity high.
Then things changed. Competition increased, margins shrank and shareholders got more
demanding. Suddenly, company staff were finding the very job security theyd counted on was
disappearing, and at speed. This upheaval meant companies had to find new ways to motivate
their employees in order to make them more productive since, without stability, employees were
looking for something else from their employers. And thus, Engagement was born.
In itself, engagement isnt really a new idea; owners and managers have been talking about
engagement, in one form or another, for centuries they just used different words to express it.
In former times, engagement focused more on productivity and achieving results through threat
of punishment or by means of reward. But common sense - and good communication eventually won out and, today, organizations everywhere are spending serious money on all
forms of employee engagement. Boiled down, it simply means developing a happy and loyal
workforce. Enlightened managers now realize that any company as a whole will benefit when
its employees know whats going on and they feel part of the team. The tricky part is in defining
what makes a workforce happy, and in understanding how this good will translates into company
success.
From the extant literature review, it is acknowledged that successful organizations share a
fundamental philosophy of valuing and investing in their employees. In fact many research
studies have described human resource management as a means of achieving competitive
advantage. Consistent with this it is an equally important issue for the organization to retain their
critical (core) employees. Most organization today continues to struggle with retention because
they are relying on salary increases and bonuses to prevent turnover. Essentially more
organizations are now realizing that retention is a strategic issue and continues to be a
competitive advantage.
The term engagement stems from the work of Kahn (1990) who distinguished between being
engaged and disengaged at work. Putting the humanistic factors together, Beer, Specter,
Lawrence, Quinn-Mills and Walton (1984) created the Harvard Business School model of
39

HRM which focused on people in an organization to be the key resource. In light of such critical
emphasis being placed on human capital, Paula Ketter has aptly noted, Engagement is all about
creating a culture where people do not feel misused, overused, underused or abused.
At a very basic level, employee engagement draws from the tenets of the Hierarchy of Needs as
conceptualized by Maslow, the highest stage of which is self-actualization; the pinnacle of an
individuals fulfillment of talent and potential. This theory of higher order needs was largely
overlooked in the heydays of scientific assembly line manufacturing.

EMPLOYEE ENGAGEMENT IN INDIA

The recent Work Asia research study by Watson Wyatt Worldwide indicates that India has the
highest percentage of highly engaged workers at 78% in Asia as compared to Japan, which has
the lowest employee engagement level at 39%.
Head to head with China, the engagement level of the Indian worker is 20% more than his
Chinese counterpart. These are all encouraging signs - but the challenges and the opportunities
ahead are manifold. The imminent US slowdown, shrinking of talent pool, slowdown in hiring,
larger employee expectations are all challenges for internal communicators to cope with. The
Gallup Organization describes employee engagement as the "the involvement with and
enthusiasm for work".
The challenges faced by organizations in India are around attrition, communication, career
development and engagement while trying to keep pace with the explosive growth. Outsourcing
outfits have the highest attrition rates losing staff at a rate of between 100% and 200% a year. It
is widely believed that organizations spend an average of 36% of their revenues on their
employees but do not have a tangible way to measure its impact.
A Mercer study Whats Working a series of national research on worker insights, highlights
factors that make a difference to employee engagement. The surveys 125 questions elicit views
in the areas defined by Mercers Human Capital Strategy Model and cover training and

40

development, work environment, leadership, performance management, work/life balance,

communication, compensation, benefits, and engagement.
The India study throws up some fascinating directions for HR and internal communication
professionals. Employee engagement is no more just about the employees intent to leave. The
employees commitment to the organization and motivation to contribute to the organizations
success plays a significant role. The top three drivers in India are trust in senior management,
how the organization is perceived for customer service and fair pay. Surprisingly, from an Indian
context, the least valued factors in the continuum were benefits, compensation and performance
management.
In India, having a long-term career is considered positive and stable. Frequent job changes are
viewed negatively and therefore the high scores around the commitment count are in line with
the mindset.
Internal communication and HR professionals need to take note of the employees need for
giving feedback and to observe action taken from this. Employees seem to be getting very little
information on the organizations vision and future plans, a cause of concern. Other areas for
action include the organizations reputation in the market congruent to other research in this
space which believes that organizations which are socially responsible are considered better
places to work. In the talent management bracket, managers fare poorly for their involvement,
understanding and support as well as for merit based appraisals.
In India, with a large number of global players entering the market, the talent pool has now a
plethora of choices and even these multinationals are finding it tough to retain staff. The
Canadian HR Reporter writes that employees want to know where their careers are heading and
that is a critical component of the talent retention strategy organizations need to focus on. Softer
styles of leadership have a better impact in India and China leaving organizations to develop or
seek leaders who can fill this need.

41

THE LITERATURE REVIEW

Employee retention continues to remain a top priority at many organizations and one that
companies increasingly view as a driver of business strategy. Business-critical knowledge can
walk out the door when an employee leaves the company. While employee retention figures have
long been used by companies as a measure of their performance in developing an effective
organization, this view of employee retention is not only outdated, but these figures may not be
comprehensive enough to truly determine the organization's effectiveness.
The concept of employee retention is more complex than simply evaluating employee turnover
from one year to the next. These figures of employee retention can be somewhat misleading it
isn't necessarily the number of employees an organization loses, it's the number of topperforming employees that leave the company that should be of concern. For example,
management is one of the key reasons employees decide to stay or leave an organization. If there
is high turnover among the management ranks, employees may also feel unstable in this everchanging environment. Yet, on the other hand, it may not be the best business strategy to retain a
manager that is disliked by employees.
The business strategy of employee retention actually lies with employee engagement; retention is
an outcome of engagement. What most organizations fail to realize is that employee engagement
is the biggest retention factor they have control over. Engaged employees not only stay longer
with the organization, they are more productive, more conscientious, make fewer errors, and take
better care of customers. The business strategy of employee retention must incorporate methods
that achieve a high level of employee engagement among the organization's top performers, not
necessarily the entire workforce.

The Importance of Retaining Top Performers

Many organizations ponder the questions, "What should the goal be for retention?" and "What is
an appropriate level for employee turnover?" Yet, in asking these questions, many organizations
don't realize that there are no set answers. If, for example, an organization loses five percent of
its top performers every year, the results from this turnover could be potentially devastating to
the company. On the other hand, if the company is losing 20 percent of its least productive
42

employees, this could actually be very beneficial for the organization and an opportunity to
increase the strength of its workforce each year.
In other words, it's not just about retention anymore it's about retaining the very best people at
each level within the organization. The key to effective retention of top performers is to
determine the factors that currently do, and will, keep them engaged.
The Starting Point an organization must first determine who the top performers and high
potentials are within their workforce. Of the many ways this can be accomplished, some include
involving management at every level to create a list of those employees who are performing at
levels that exceed expectations and those who exhibit the potential to become top performers, or
utilizing the results from employee performance reviews to separate those who scored the
highest from those who scored the lowest.
This method of gaining a clear understanding of who the top performers are within an
organization is called employee segmentation. Once an organization has segmented its
workforce, it can then start to measure retention among its highest potential and highest rated, or
most productive, employees. By viewing each segment separately, organizations are creating a
more appropriate benchmark to measure employee retention, i.e., is the organization retaining or
losing a high percentage of its best people?

Understanding Employee Engagement

Employee engagement can be defined as an employee putting forth extra discretionary effort, as
well as the likelihood of the employee being loyal and remaining with the organization over the
long haul. Research shows that engaged employees: perform better, put in extra efforts to help
get the job done, show a strong level of commitment to the organization, and are more motivated
and optimistic about their work goals. Employers with engaged employees tend to experience
low employee turnover and more impressive business outcomes.
Employee engagement is more than just the current HR 'buzzword'; it is essential. In order for
organizations to meet and surpass organizational objectives, employees must be engaged.
Research has proven that wholly engaged employees exhibit,
1.

Higher self-motivation.

2.

Confidence to express new ideas.

43

3.

Higher productivity.

4.

Higher levels of customer approval and service quality.

5.

Reliability.

6.

Organizational loyalty; less employee turnover.

7.

Lower absenteeism.

Current studies show that organizations are focusing on the meaning of employee engagement
and how to make employees more engaged. Employees feel engaged when they find personal
meaning and motivation in their work, receive positive interpersonal support, and operate in an
efficient work environment. What brought engagement to the forefront and why is everyone
interested in it? Most likely, the tight economy has refocused attention on maximizing employee
output and making the most of organizational resources. When organizations focus attention on
their people, they are making an investment in their most important resource. You can cut all the
costs you want, but if you neglect your people, cutting costs wont make much of a difference.
Engagement is all about getting employees to give it their all. Some of the most successful
organizations are known for their unique work environments in which employees are motivated
to do their very best.
The concept of engagement is a natural evolution of past research on high-involvement,
empowerment, job motivation, organizational commitment, and trust. All of these research
streams focus on the perceptions and attitudes of employees about the work environment. In
some ways, there are variations on the same fundamental issue. What predicts employees giving
their all? Obviously, all organizations want their employees to be engaged in their work.

Hierarchy of Engagement

44

Employee Engagement at Each Level

In addition, employee segmentation is an important method to utilize when evaluating employee

engagement at each level. For instance, the factors that engage the most productive employees in
an organization may not be the same as the factors that engage the least productive employees.
Those employees who receive the highest rankings on their performance reviews may tend to
express higher levels of job satisfaction when they are presented with challenging opportunities
that allow them to grow and learn. Those that receive the lowest rankings might be more focused
on issues surrounding work/life balance and job security. While some factors, such as good
communication, are important among all employees, the attempt to focus on the full spectrum of
factors that engage the entire workforce may cause an organization to omit some of the factors
that are the most important to the company's most productive people.

Employee Satisfaction Does Not Equal Engagement

While organizations may be aware "through the grapevine" that employees are unsatisfied, it's
the reasons for the dissatisfaction that elude them. While employee satisfaction is important, it's
not the end game it is only one piece of employee engagement. Satisfaction is imperative in
that, for those individuals who are top performers, satisfaction may be derived from their
achievement orientation, their ambition, or their sense of responsibility. On the other hand, the
attempt to satisfy an under-performer who will only be content with a lightened workload may
not be a worthy cause. Again, the focus is on ensuring that those individuals who have been
identified as top performers and high potentials are engaged in the organization.
As stated, employee engagement incorporates employee satisfaction, but also includes the
essential elements of pride, commitment and loyalty in the organization. Engaged employees
aren't concerned with meeting the minimum requirements to complete a task, they are focused on
what they can do to better the company. Essentially, they take ownership in the company despite
whether or not they actually own a share of stock.

45

Drivers of engagement

A two-way relationship between the employer and employee

The importance of the individual being able to align themselves to the products,

services and values of the organisation

The ability of the organisation to communicate its vision, strategy, objectives

and values to its staff so that they are clearly understood

Management give staff sufficient elbow room and autonomy to let them fulfil their

potential

The employer is highly effective at engaging in two-way communication with

its staff, in particular encouraging upward communication

Lastly, that management from the top to the bottom of the organisation are committed

leaders and that the key role of the immediate line manager/supervisor is recognised as one of
the most important conduits to achieving effective employee engagement.

Eleme
nts of
Engag
ement

Some researchers conclude that personal impact, focused work, and interpersonal harmony
comprise engagement. Each of these three components has sub-components that further define
the meaning of engagement.
46

Personal Impact-Employees feel more engaged when they are able to make a unique
contribution, experience empowerment, and have opportunities for personal growth. Past
research concurs that issues such as the ability to impact the work environment and making
meaningful choices in the workplace are critical components of employee empowerment. Some
research on retaining talent found that the perception of meaningful work is one of the most
influential factors determining employees willingness to stay with the organization.
Focused Work-Employees feel more engaged when they have clear direction, performance
accountability, and an efficient work environment. Aside from the personal drive and motivation
to make a contribution, employees need to understand where to focus their efforts. Without a
clear strategy and direction from senior leadership, employees will waste their time on the
activities that do not make a difference for the organizations success. Additionally, even when
direction is in place, employees must receive feedback to ensure that they are on track and being
held accountable for their progress. In particular, employees need to feel that low performance is
not acceptable and that there are consequences for poor performance. Finally, employees want to
work in an environment that is efficient in terms of its time, resources, and budget. Employees
lose faith in the organization when they see excessive waste. For example, employees become
frustrated when they are asked to operate without the necessary resources or waste time in
unnecessary meetings.
Interpersonal Harmony-Employees feel more engaged when they work in a safe and cooperative
environment. By safety, we mean that employee trust one another and quickly resolve conflicts
when they arise. Employees want to be able to rely on each other and focus their attention on the
tasks that really matter. Conflict wastes time and energy and needs to be dealt with quickly.
Some researches also find that trust and interpersonal harmony is a fundamental underlying
principle in the best organizations. Employees also need to cooperate to get the job done.
Partnerships across departments and within the work group ensure that employees stay informed
and get the support they need to do their jobs.
Making Use of Engagement
Measurement of employee engagement can have many applications in the organization. Earlier,
it is mentioned that engagement could serve as a general index of HR effectiveness in an HR
scorecard. Also, engagement measures serve as an easy way to benchmark the work climate
against other organizations.
47

Other uses include:

Needs Analysis-The fundamental issues measured in engagement provide a quick index of what
leaders and HR need to do to make things better. In addition, items in engagement surveys tend
to be very actionable. This means that leaders or others in the organization can take action that
will affect the score on a single item.
Evaluation-Many learning and performance interventions are designed to impact some aspect of
engagement. When an engagement measure is used as a pre-implementation baseline, the impact
of the intervention can be gauged by measuring post-implementation changes in engagement.
Climate Survey-Some organizations like to use engagement measures as simple indexes of the
workplace culture. While more extensive surveys are valuable, sometimes its easier to focus
attention on a few simple and proven factors.
Leader or Department Feedback-Depending on the demographic information collected when the
engagement measure is implemented, one can create breakout reports by department or leader.
This means departments and leaders can gain a better understanding of how engagement in their
groups differs from the rest of the organization. This information can be used to create
development plans or plans for larger-scale interventions.
Measuring the Impact of Employee Engagement

48

4. DATA ANALYSIS AND INTERPRETATION

4.1 Do you know what is expected of you at work?

S.NO

Table 4.1 Awareness about work

OPTIONS
NO.OF RESPONDENTS PERCENTAGE

Strongly agree

32

22

Agree

68

45

Disagree

22

14

Strongly disagree

28

19

150

100

Total

NO.OF RESPONDENTS
Strongly disagree
19%

Strongly agree
21%

disagree
14%
agree
45%

The above table 4.1 shows the respondents opinion on knowing the expectation from the
work. The data revealed that out of 150 respondents. 22percentage of the employeesstrongly
agreed that they know about their expectations from the work followed by atwork, 45
percentage agreed, and 14 pecentage disagreed and 19 percentage strongly disagreed.
It is concluded that majority of the respondents (45percentage) are aware about their
expectations from their work.

49

4.2 At work, do you have the opportunity to do what you do best every day?

Table 4.2 Opportunity at work every day

S.NO
OPTIONS
Strongly agree
1

NO.OFRESPONDENTS PERCENTAGES
40
26

Agree

30

20

Disagree

35

24

Strongly disagree

45

30

150

100

Total

NO.OFRESPONDENTS
Strongly agree

Agree

Disagree

Strongly disagree

26%

30%

24
%

20%

The above table 4.2 shows the respondents opinion on what to do best every day in work.
The data revealed that out of 150 respondents. 26 percentage of the employees strongly
agreed that they have opportunity at work every day 20 percentage agreed, and 24
percentage disagreed.30 percentage strongly disagreed.
It is concluded that majority of the respondents (30percentage) have no opportunity what to
do best every day at work.

50

4.3 In the last three months, have you received recognition or praise for doing good

work?
Table 4.3 recognition praise for good work
S.NO
OPTIONS
1
Strongly agree

NO.OF RESPONDENTS PERCENTAGE

25
17

Agree

35

23

Disagree

15

10

Strongly disagree

40

27

Not applicable

35

23

150

100

Total

NO.OF RESPONDENTS
Strongly agree

Agree

Disagree

Strongly disagree

Not applicable
23%

17%
23%

27%
10%

The above table 4.3 shows the respondents opinion on received recognition or praise for
doing good work. The data revealed that out of 150 respondent.17 percentage strongly
agreed, that they have received recognition praise for doing good work23 percentage
agreed, 10 percentage disagreed, 27 percentage strongly disagreed, 23 percentage not
applicable.
It is concluded that majority of the respondent (27percentage) not received recognition or
praise for doing good work.
51

4.4 Is there someone at work who encourages your development?

Table 4.4 encouragement at work

S.NO
1

OPTIONS
Strongly agree

NO.OFRESPONDENTS PERCENTAGE
50
33

Agree

45

30

Disagree

40

27

Stronglydisagree

15

10

150

100

Total

NO.OFRESPONDENTS
Strongly agree

Agree

Disagree

Strongly disagree

10%
33%
27%

30%

The above table 4.4 shows the respondents opinion on encouragementfor development at

work to you. the data revealed that out of 150 respondents.33 percentage employees
strongly agreed that they have encouragement for someone at work,30 percentage agreed,27
percentage agreed,10 percentage of the employees strongly disagreed.
It is concluded that majority of the respondents (33 percentage) have encouragement for

someone at work.
52

4.5 At work, do your opinions seem to count?

Table 4.5 worker involvement

S.NO

NO.OF
RESPONDENTS

OPTIONS

PERCENTAGE

Stronglyagree

40

27

Agree

29

19

Disagree

36

24

Stronglydisagree

45

30

150

100

Total

NO.OF RESPONDENTS
Strongly agree

Agree

30%

24%

Disagree

Strongly disagree

27%

19%

The above table 4.5 shows the respondents opinion seems to count at work.The data
revealed that out of 150 respondents.27 percentage employees strongly agreed that their
opinions seem to count at work, 19 percentage agreed, 24 percentage disagreed, and 30
percentage strongly disagreed.
It is concluded that majority of the respondents (30 percentage) opinions had not seem to
count at work

53

4.6 Are your associates (fellow employees) committed to doing quality work?
Table 4.6quality of work employees

S.NO
1

OPTIONS
Strongly agree

NO.OFRESPONDENS PERCENTAGES
45
30

Agree

40

27

Disagree

35

23

Stronglydisagree

30

20

150

100

Total

NO.OFRESPONDENS
Strongly agree

Agree

Disagree

Strongly disagree

20%
30%

23%
27%

The above table 4.6 shows the respondents opinion onassociates (fellow employees)
committed to doing quality work.The data revealed that out of 150 respondents.30
percentage of respondents employees strongly agreed, that their associates of respondents
committed to doing quality work.27 percentage agreed, 23 percentage disagreed, 20
percentage of the employees strongly disagreed.
It is concluded that majority of the(30 percentage) associates of (fellow employees)
respondents committed to doing quality work.

54

4.7 In the last year, have you had opportunities at work to learn and grow?

Table 4.7last year opportunity at work

S.NO

OPTIONS

NO.OF
PERCENTAGES
RESPONDENTS
45
30

Strongly agree

Agree

35

23

Disagree

30

20

Stronglydisagree

40

27

150

100

Total

NO.OF RESPONDENTS
Strongly agree

agree

disagree

27%

Strongly disagree

30%

20%
23%

The above table 4.7 shows the respondents opinionon regarding opportunities at work to
learn and grow in the last year to employees. The data revealed that out of 150
respondents.30 percentage of the employees strongly agreed that they had got opportunity to
learn and grow in the last year.23 percentage agreed, 20 percentage disagreed and 27
percentage strongly disagreed.
It is concluded that majority of respondents (30 percentage) had got opportunities at work to
learn and grow
55

4.8 Are the pay and benefits in your organization comparable to similar companies?

Table 4.8comparison of pay and benefits

S.NO

OPTIONS

NO.OF.RESPONDENTS PERCENTAGES

Strongly agree

50

34

Agree

30

20

Disagree

50

33

Stronglydisagree

20

13

150

100

Total

NO.OF RESPONDENTS
Strongly agree

Agree

Disagree

Strongly disagree

13%
34%

33%
20%

The above table 4.8 shows the respondents opinion on the pay and benefits in the
organization comparable to similar companies.The data revealed that out of 150
respondents.34 percentage of the employees strongly agreed, that their pay and benefits in
this organization were comparable to similar companies 20 percentage agreed, 33percentage
disagreed, 13 percentage of the employees strongly disagreed.
It is concluded that majority of the respondents (34 percentages) the pay and benefits of
employees in this organization were comparable to similar companies

56

4.9Are job promotions in this organization fair and objective?

Table 4.9fairness in promotions
S.NO
1

OPTIONS
Stronglyagree

NO.OF.RESPONDENTS PERCCENTAGES
30
20

Agree

35

23

disagree

45

30

Stronglydisagree

40

27

150

100

Total

NO.OFRESPONDENTS
Strongly agree

agree

disagree

27%

Strongly disagree

20%

23%
30%

The above table 4.9 shows the respondentsopinion on job promotions in this organization.
The data revealed that out of 150 respondents.20 percentage of the employees strongly
agreed, that the job promotions in this organization were fair and objective, 23 percentage
agreed, 30percentage disagreed, 27 percentage of the employees strongly disagreed.
It is concluded that majority of the respondents (30 percentage) the job promotions in this
organization were not fair and objective

57

4.10. Are organization policies clearly communicated in the organization?

Table4.10 communication in the organization

S.NO

OPTIONS

PERCENTAGES

Strongly agree

NO.OF
RESPONDENTS
58

1
2

Agree

32

21

Disagree

40

27

Strongly disagree

20

13

150

100

Total

39

NO.OF RESPONDENTS
Strongly agree

Agree

Disagree

Strongly disagree

13%
39%
27%

21%

The above table 4.10 shows the respondentsopinion on communication of policies in the
organization. The data revealed that out of 150 respondents.39 percentage of the employees
strongly agreed that the organization policies were clearly communicated in the
organization, 21 percentage agreed, 27percentage disagreed, 13 percentage strongly
disagreed.
It is concluded that majority of the respondents (39 percentage) theorganization policies
were clearly communicated in the organization.
58

4.11. Do you see yourself continuing to work for this organization two years from

now?
Table 4.11loyality towards organization

S.NO

OPTIONS

PERCENTAGES

Strongly agree

NO.OF
RESPONDENTS
60

1
2

agree

50

34

disagree

20

13

Strongly disagree

20

13

150

100

Total

40

NO.OF RESPONDENTS
Strongly agree

agree

disagree

Strongly disagree

13%
40%

13%

34%

The above table 4.11 shows the respondentsopinion on continuing to work for this
organization two years from now. The data revealed that out of 150 respondents.40
percentage strongly agreed that they continuing to work for this organization two years from
now,34 percentage agreed,13 percentage disagrede,13 percentage of the employees strongly
disagreed.
It is concluded that majority of the respondents (40 percentage) are interested to continuing
to work for this organization two years from now.

59

4.12Do you refer your friends and relatives to work in this organization

Table 4.12employee reference

S.NO

OPTIONS

PERCENTAGES

Strongly agree

NO.OF
RESPONDENTS
30

1
2

agree

45

30

Disagree

50

33

Strongly disagree

25

17

150

100

Total

20

NO.OF RESPONDENTS
Strongly agree

agree

Disagree

17%

33%

Strongly disagree

20%

30%

The above table 4.12 shows the respondent opinion on recommendation to their
friends/relatives in the organization. The data revealed that out of 150 respondents.20
percentage if employees strongly agreed, that they recommend their friends relatives in
their organization.30 percentage agreed, 33 percentage disagreed, 17 percentage strongly
disagreed.
It is concluded that the majority of respondents were not recommend to their friends
relatives in their organization.

.
60

5.1FINDINGS

1.

To engage the workforce, most of the organization surveyed periodicaly recognise

employees and provides flexible working hours.

2.

Nowadays employees are involved in decision making in the organization and majority of

the employees agreed on this fact.

3.

Most of the organizations allow their employees to participate in performance appraisals and

to set their own Key Performance Areas.

4.

Compensation & Benefit programs are observed as the most effective rewards scheme

5.

For team building companies generally do small team recreational activities and social

activities.
6.

Majority of the sample are loyal towards their organization and they also recommend their

friends and relatives to join the organization.

7.

Stress management, Retirement plans and Work life balance surprisingly seem to be of least

effective engagement strategies according to the employees.

8.

Majority of the organizations agreed that the engagement strategies of their organization

help in retaining the employees in the organization.

9.

Majority has observed 5-10% of reduced attrition rate due to the implementation of

engagement strategies in the organizations.

61

5.2SUGGESTIONS
1.

As contrary to what managers believe that decision making is the most effective tool, the

employees still prefer rewards and recognition. The Managers should focus on the rewards and
recognition schemes in their organization.
2.

Practically people dont give much importance to stress management programs, work life

balance and retirement plans so there is scope of improvement in this area.

3.

To increase employee engagement, the organizations should :

a.

Provide variety: Tedious, repetitive tasks can cause burn out and boredom over time. If the

job requires repetitive tasks, look for ways to introduce variety by rotating duties, areas of
responsibility, delivery of service etc.
b.

Conduct periodic meetings with employees to communicate good news, challenges and

easy-to-understand company financial information. Managers and supervisors should be

comfortable communicating with their staff, and able to give and receive constructive feedback.
c.

Indulge in employee deployment if he feels he is not on the right job. Provide an open

environment.
d.

Communicate openly and clearly about what's expected of employees at every level - your

vision, priorities, success measures, etc.

e.

Get to know employees' interests, goals, stressors, etc. Show an interest in their well-being

and do what it takes enable them to feel more fulfilled and better balanced in work and life.
f.

Celebrate individual, team and organizational successes. Catch employees doing something

right, and say "Thank you."

4.

As we have got a very good response from employees so the companies should have the

engagement strategies to retain the employees.

62

5.3 SUMMARY

The project work report titled Employee engagement with reference BIG BAZAAR,
VISHAKAPATANAM divided into 5 Chapters.
First chapter deals with the introduction to the project report need for the study, objectives of the
study, Methodology and limitations. In the introduction of the study a brief discussion is made
on employee engagement scenario, the popularity of employee engagement and introduction to
the Company.

Employee engagement is associated with many desirable outcomes, such as job satisfaction,
intention to stay and job performance. Companies with a greater number of engaged employees
typically have lower operating costs, higher customer satisfaction and higher profits. There is a
tangible monetary benefit to companies investing time and resources in fostering higher
engagement within their employees. The task of precisely defining employee engagement is still
ongoing, but it is most often defined in terms of behaviours exhibited in the workplace. Engaged
employees are prepared to go the extra mile in pursuit of workplace excellence. They are
ambassadors for their organisations, who will speak highly of the company and its people, even
when they are not in a work setting.

An engaged employee is identifiable by workplace

behaviours such as losing track of time as they are so absorbed in the task at hand. This is
distinct from excessive overtime in order to give the impression of hard work. Both look the
same, but one is productive for the employer- employee relationship and one is not!
Academics would say that not enough is understood about what drives employee engagement as
most research in the area has tended to focus on business outcomes without investigating
underlying causes. As the impact of engagement on business has been positive and has been
linked with higher profitability, practice has raced ahead of the underpinning research in pursuit
of creating a more engaged and hence profitable workforce.

63

I undertook research to aid understanding of the area by investigating the relationship between
employee engagement and the retention level.

At the same time I looked at the interplay between individual differences and engagement levels
of the organization. I hoped to discover best practices of the organizations and the individuals
expectations from such strategies.

Success today requires a good bit more than good attendance. Yet, multiple studies in different
countries and across industries show that employees who are passionate about their jobs and the
organizations in which they work are in the minority. Some of the Survey conducted by few
organization revealed that approximately 19% of the employees are highly engaged The
Corporate Executive Board, looking at levels of engagement across 50,000 employees around the
world, placed only 11 percent in what they dubbed true believer category.1 Towers Perrins
recent Talent Report is slightly more optimistic, finding just 17 percent of the 35,000
employees surveyed to be highly engaged. 40 to 70 percent of employees can be classified as
neutral, middle of the road, or agnostic. Worse yet, an alarming 10 to 20 percent of employees
are actively disengagedjust putting in their time or, worse yet, undermining or badmouthing
their organizations and bosses. The economic impact of low engagement can be staggering.
The global survey shows that 34 per cent of the employees in India are fully engaged and 13 per
cent disengaged. As many as 29 per cent are almost engaged.

NEED FOR THE STUDY

This study is taken up to gain an insight in retail marketing .The project was undertaken during
the month of may 2013 and the main purpose of the project is to know the application of the
theoretical aspects in our course in the corporate environment and gain firsthand experience and
expose ourselves to corporate policies, ethics, culture, practices, procedures, facts about the work
culture and policies of the company.
People often lie in exit interviews about why they are leaving. Managers should, of course, know
in advance who is leaving and why. A comprehensive list like this is of little value unless used as

64

a guide to gather information as to how to engage the employees so that to retain the talents in
the organization.

OBJECTIVES
To study the overview of bigbazar
To study the employee engagement practices adopted in bigbazar
To study the correlation between the employee engagement practices carried out in the
company and retention levels.
To understand the various responsibilities and duties carried out by each department.
To offer some suggestions to improve the performance of the organization

METHODOLOGY

TYPE OF RESEARCH
PRIMARY DATA:

Data collection Method through Questionnaire Method was used and employee responses on that
were tabulated and represented in percentage form, which then were analyzed and interpreted.
This was followed by findings and recommendations.
The questionnaire consisted of both open ended as well as multiple choice questions based on 6
factors as listed below:
7.

Attachment to the job

8.

Agreeableness

9.

Emotional stability

10. Openness to experience

11. Achievement orientation
12. Self-efficacy
The above factors are independent factors and retention of employees is dependent on it.

SECONDARY DATA:
65

The data is collected by secondary sources also. The data is collected through company manual,
product brochure, company website.

LIMITATIONS OF THE STUDY

Duration of the project is 45 days.

Employees and management were busy and were less responsive.

The study is mainly based on the available printed and published information and opinion of
the officers and employees of the company.

Non-availability of adequate and essential information due to complex nature of the study.

BIGBAZAR-OVERVIEW
The history of retail has included countless ways in which retailers have attempted to get their
products in front of the consumer. But it seems that the businesses that have provided their
customers with the most convenience have generally proven to be the most successful.
For centuries, most retail sales were made by the street vendor or the small family owned shop,
which provided their customers with the convenience of not having to grow their own food or
make their own clothes. By the mid nineteenth century, most of the goods that we find in today's
superstores were supplied by craftsmen or local manufacturers who dealt directly with their
customers. Needed, not to mention that they probably had to travel all over town to get their
shopping done.
As manufacturing methods improved, and as the road and rail transport network extended, there
developed specialist manufacturers who needed retail stores to sell their goods. Over time, the
small retail store concept grew, and by the mid 1950's small stores blanketed every high street.
While most people loved the individual attention and great service that the small store provided,
it became more and more difficult for the small store to offer the kind of prices and selection that
the consumer really.
The next big revolution in retailing was the emergence of the retail chains, and later the
superstores. The consumer of the 70's demanded the convenience of having their favorite stores
66

in one enclosed location where they could easily hop from store to store without having to
concern them about the weather.
This shopping mall concept was quickly embraced by the consumer, but unfortunately the
crowds and traffic of today's mega malls can often turn what should have been a convenient and
comfortable shopping experience into a mission of hand-to-hand combat!
In recent years, the mail order business has experienced some of the most impressive growth,
which would also seem to echo the continuing consumer demand for convenience. Most retailers
are recognizing that they simply have to offer their customers the ability to order products or
services from the comfort of their own home or office in order to compete in today's retail
marketplace.

RETAILING INDUSTRY IN 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 modern retail industry in India will be worth US$ 275- 350 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. 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 has 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

67

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 industry and convert Indian
consumers to branded food. Since at present 60% of the Indian grocery basket consists of nonbranded items.
India retail industry is progressing well and for this to continue retailers as well as the Indian
government will have to make a combined effort.
Global retail giants are also entering the retail industry in India and this is also one of the factors
in the growth of the organized retail sector in India.

68

CONCLUSION
To concluded if employee engagement is not assessed and addressed employee will multiply and
negative employee satisfaction issues can result in,

1.

Higher employee turnover employee leave, taking their reserve of knowledge and

experience to another workplace,

2.

Diminution performance competency of the workplace is reduced at least shirt term until

new employee are trained

3.

Last training money time and invested in training and development programs for departing

workers is wasted
4.

Lower moral remaining employees can be overturning denned with new duties in additions

the unresolved issues that already prevent their full engagement, My final employee engagement
recommendations revolve around creating employee satisfaction, by creating a future and perfect
job fit. Human resource planning should include the following step,
5.

Make your on-boarding process of new employees unique. Your goal should be to have the

employee go home at the end of the first day and tell those closest to them that their first day
with your company was the best first day they ever had. There are many ways to make your
employee engagement special.
6.

Develop a mentoring process in your company to make sure your new employee is

immersed into your company as efficiently as possible. This is especially important when you
consider the generational diversity we are all facing in the workplace and the timeline that
younger employees use to judge whether they have made the right decision.

69

QUESTIONNIARE
Q 1. Do you know what is expected of you at work?
a)

Strongly Agree

e)

Not Applicable

b) Agree

c) Disagree

d) Strongly Disagree

Q 2. At work, do you have the opportunity to do what you do best every day?
a)

Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not Applicable
Q 3. In the last three months, have you received recognition or praise for doing good work?
a)

Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not Applicable
Q 4. Is there someone at work who encourages your development?
a)

Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not Applicable
Q 5. At work, do your opinions seem to count?
a)

Strongly Agree

b) Agree

c) Disagree

d) Strongly Disagree

e) Not Applicable
Q 6.Are your associates (fellow employees) committed to doing quality work?
a) Strongly Agree b) Agree
c) Disagree
d) Strongly Disagree
e) Not Applicable
Q 7.In the last year, have you had opportunities at work to learn and grow?
a) Strongly Agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Not Applicable
Q 8.Are the pay and benefits in your organization comparable to similar companies?
a) Strongly Agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Not Applicable
Q9. Are job promotions in this organization fair and objective?
70

a) Strongly Agree
e) Not Applicable

b) Agree

c) Disagree

d) Strongly Disagree

Q10. Are organization policies clearly communicated in the organization?

a) Strongly Agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Not Applicable
Q11. Do you see yourself continuing to work for this organization two years from now?
a) Strongly Agree
b) Agree
c) Disagree
d) Strongly Disagree
e) Not Applicable
Q12. Do you recommend your friends/relatives in your organization?
a) Strongly Agree
e) Not Applicable

b) Agree

c) Disagree

71

d) Strongly Disagree

BIBLIOGRPHY
Books
1.

Employee engagement:- David zinger

2.

Engaging the heart and minds of all employees:- Lee J Colan

3.

Employee engagement:- David Craston

4.

Essential guide to employee engagement: - saran cook

Websites
1.

Pantaloon Retail (www.pantaloonretail.in)

2.

FutureBazaar (www.futurebazaar.com)

3.

Future Brands (www.futurebrands.co.in)

4.

Future Group (www.futuregroup.in)

5.

Future Capital Holdings (www.fch.in)

6.

Future Generali (www.futuregenerali.in)

7.

Future Human Development (www.fhdl.in)

8.

Future Supply Chain Solutions (www.futuresupplychains.com)

9.

Future Media (www.futuremedia.in)

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