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“A STUDY ON CUSTOMER SATISFACTION WITH REFERENCE TO BIGBAZAAR“,

Rajahmundry

A PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENTS FOR THE AWARD OF

THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

N.Devi

REG. NO: (PG171801111)

Under The Esteemed guidance of

pallavi

Assistant Professor

Department of management studies


GAYATRI VIDHYA PARISHAD COLLEGE FOR DEGREE & P.G COURSES

(AUTONOMOUS)

AFFLIATED TO ANDRA UNIVERSITY

GAYATRI VALLEY,RUSHIKONDA CAMPUS

VISAKHAPATNAM-530045 (2017-2019)
DECLARATION

I, Hereby declare that the project report entitled “Training and


Development” with reference to Big Bazaar Rajahmundry” submitted by me

to department of management studies, Gayatri Vidhya Parishad college for

degree and PG courses (Autonomous), Affiliated to Andhra University is a

bonafide work done by me for the partial fulfilment of MASTER OF

BUSINESS ADMINISTRATION and has not been submitted to any other

university or published at any time before.

Natte.Devi

Place:

Date:
ACKNOWLEDEMENT
I would like to take this opportunity to express my heartiest concern of all
work to all those who have helped me in various ways to complete this project.

First of all we would like to express our sincere gratitude to


PROF.S.K.V.SURYA NARAYANA RAJU, Principal, GAYATRI VIDYA
PARISHAD FOR DEGREE AND P.G COURSES(AUTONOMOUS) for giving
us the opportunity to do a contemporary project.

We would like to express our sincere gratitude to PROF.B. MADHUKAR, Vice


Principal, GAYATRI VIDYA PARISHAD FOR DEGREE AND P.G
COURSES(AUTONOMOUS) for giving us the opportunity to do a contemporary
project.

We would like to express our sincere gratitude to our PROF.S.RAJANI, Director


of school of Management Studies, GAYATRI VIDYA PARISHAD COLLEGE
OF DEGREE AND P.G COURSES(AUTONOMOUS) for giving us the
opportunity to do a contemporary project.

We would like to express our sincere gratitude to our HOD and ASSOCIATE
PROF.Dr. K.V.V. MURALI SOMESWARA RAO. Who has supported us to
complete our project.

Our sincere and heartful gratitude to our project guide PALLAVI ,


ASSOCIATE PROF. for his valuable guidance and encouragement throughout the
project.

I express my deep sense of gratitude and sincere thanks to our guide MR.JANGA
SUNEEL RAJ KUMAR, Human Resource Manager BIGBAZAAR,
Rajahmundry. For their supervision, co-operation and excellent guidance and
encouragement during the course of the Training and development, and his staff
members who have helped us in the preparation
CONTENTS

CONTENTS PAGE NO.


¤ CHAPTER-1 -INTRODUCTION

-NEED OF THE STUDY

-OBJECTIVES OF THE STUDY

-SCOPE OF THE STUDY

-METHODOLOGY OF THE STUDY

-LIMITATIONS OF STUDY
CHAPTER-2 RETAIL INDUSTRY-An Overview On
India Retail

CHAPTER-3 COMPANY PROFILE - BIGBAZAAR

CHAPTER-4 THEORETICAL FRAME WORK OF


CUSTOMER SATISFACTION
CHAPTER-5 DATA ANALYSIS AND
INTERPRETATION
CHAPTER-6 SUMMARY, SUGGESTIONS AND
FINDINGS.
BIBLIOGRAPHY

ANNEXURE
CHAPTER-1

 INTRODUCTION

 NEED OF THE STUDY

 OBJECTIVES OF THE STUDY

 SCOPE OF THE STUDY

 METHODOLOGY OF THE STUDY

 LIMITATIONS OF THE STUDY


CHAPTER-1
INTRODUCTION
Introduction:
Human Resource Management regards training and development as a

function concerned with organizational activity aimed at bettering the job

performance of individuals and group in organizational settings.

Training and Development can be described as an

educational process which involves the sharpening of skills, concepts,

changing of attitude and gaining more knowledge to enhance the performance

of employees .The field has gone by several names, including. “Human

Resource Development”, “Human capital Development”, and “Learning and

Development”.

Definition of Training
This activity is both focused upon and evaluated against, the job
that an individual currently holds.

Definition of development

This activity focuses upon the activities that the organization


employing the individual is part of may partake in the future and is almost
impossible to evaluate.
NEED OF THE STUDY
 Before we say that technology is responsible for increased need of

training inputs to employees, it is important to understand that there

are other factors too that contribute to the later. Training is also

necessary for the individual development and progress of the employee,

which motivates him to work for a certain organization apart from just

money. We also require training update employees of the market

trends, the change in the employment policies and other things.

The following are the two biggest factors that contribute to the

increased need to training and development in organizations:

1) Change The word change encapsulates almost everything. It is one of

the biggest factors that contribute to the needs of training and

development .There is in fact a direct relationship between the two.

Change leads to the needs for training and development and training

and development leads to individual and organizational change, and the

cycle goes on and on. More specifically it is the technology that is

driving the need; changing the way how business function compete and

deliver.

2) Development It is again one the strong reasons for training and

development becoming all the more important. Money is not the sole
motivator at work and this especially very true for the 21th century.

people who work with organisations seek more than just employment

out of their work; they look at holistic development of self. Spirituality

and self awareness for example are gaining momentum world over.

3) People seek happiness at jobs which not be possible unless an

individual is aware of the self.


Objectives of the study

The objectives of training are as follows

 To provide job related knowledge to the workers.


 To import skills among the workers systematically so that they may
learn quickly.
 To bring about change in the attitudes of the workers, supervisors and
the organisation.
 To improve the productivity of the workers and the organisation.
 To reduce the number of accidents providing safety training to the
workers.
 To prepare workers for promotion to higher jobs by imparting them
advanced skills.

 To increase the availability and widen the distribution of basic life –

sustaining goods such as food, shelter, health and protection”.

 “To raise levels of living , including, in addition to higher incomes,

the provision of more jobs, better education and greater attention to

cultural and material d human values, all of which serve not only to

enhance material well-being but also to generate greater individual

and national self-esteem.”

 To expand the range of economic and social choices available to

individual and nations by freeing them from servitude and

dependence not only in relation to other people and nation-states

but also to the forces of ignorance and human misery.


These three objectives of development are very important

reminders of what should be worked by the government and private

sector. These remind me that everyone

government and private sector. These remind me that everyone have

roles to play the development of the country.

METHODOLOGY OF TRAINING

ON THE JOB TRAINING: On the job training allows employees to learn by

actually performing a specific job or task. The employee will perform the job

and learn as he goes. On the job training can be structured by using hands on

application supported by classroom type instruction. It can also be

unstructured using only hands-on application. In this training has various

types of following methods.

1) Apprenticeship training

2) Job instruction training

 preparation

 presentation

 performance tryout
 following

3) coaching

4) Mentoring

5) Job rotation

6) Special assignments

1) Apprenticeship training Someone who works for an employer for an

agreed period of time in order to learn a new skill, often for a low wage

.Apprenticeship is a kind of job training that involves following and

studying a master of the trade on the job instead of in school,

carpenters, masons, doctors and many other professionals often learn

their trade through apprenticeship.

2) Job instruction training Job instruction training is a systematic, fast

and effective method for teaching your workers to do a job correctly

and safely. This method of training workers through a simple

breakdown of steps is easy to understand and complete. By providing

such training of your workers, you could reduce the risk of an injury or

death to a worker, prevent costly equipment repairs or avoid lost work

time.

3) Coaching: coaching is a form of development in which a person called a

coach supports a learner or client in achieving a specific personal or

professional goal by providing training and guidance. The learner is


sometimes called a coachee. Occasionally, coaching may mean an

informal relationship between two people, of whom one has more

experience and expertise than the other and offers advice and guidance

as the later learns ; but coaching differs from mentoring in focusing on

specific tasks or objectives, as opposed to more general goals or overall

development.

4) Mentoring: mentoring involves providing an employee with an

experienced coach to oversee his or her learning experience. The

mentor or coach provides advice and instruction, but is not performing

the job with the employee as in on the job training. The job trainee

employee learns the job firsthand and consult the mentor or coach at

any time for assistance.

5) Job rotation: job rotation teaches current employees how to do the

various jobs overtime. The employee will rotate around in different jobs

within the organisation, performing various different tasks un related to

his original job.

6) Special assignments: special assignments should be developing

employees. But not all assignments are equal in their development

potential. Here are some guidelines to injure that learning is optimised

during such an experience.


Advantages of on the job training:

1) It is directly in the context of job.

2) It is often informal.

3) It is most effective because it is learning by experience.

4) It is least expensive.

5) Trainees are highly motivated.

6) It is free from artificial classroom situations.

Disadvantages of on the job training:

1) Trainer may not be experienced enough to train or he may not be so

inclined.

2) It is not systematically organized.

3) Poorly conducted programs may create safety hazards.


OFF THE JOB TRAINING:

The off -the job training is the training method wherein the

workers/employees learn their job roles away from the actual work

floor.

Simply, off-the job training comprises of a place specifically

allotted for the training purpose that may be near to the actual work

place, where the workers are required to learn the skills and get well

equipped with the tools and techniques that are to be used at the

actual work floor. The following are the some types of off the job

training methods.

1) Lecture method

2) Group discussion

3) Case study method

4) Role play

5) In-basket training

6) Vestibule training

7) Simulation training
8) Sensitivity training/ T-group training

9) Management games

1) Lecture method

The lecture method is just one of several teaching methods,

through in school it’s usually considered the primary one. it isn’t

convenient and usually makes the most sense, especially with larger

classroom sizes. This is why lecturing is the standard for most college

courses, where there can be several hundred students in the classroom

at once; lecturing lets professors address the most people at once, in the

most general manner, while still conveying the information that he or

she feels is most importance, according to the lesson plan.

2) Group Discussion

A discussion group is a group of individuals with similar interest

who gather either formally or informally to bring up ideas, solve problems or

gives comments. The major approaches are in person, via conference call or

website. people respond comments and post forum in established mailing list

news group or IGC. Other group member could choose to respond by posting

text or image.
3) CASE STUDY METHOD

The credit of introducing case study method goes to Frederic

leplay, an English philosopher. Herbert spencer adopted it and Healey who

supported was the first who supported this method and studied juvenile

delinquency. Later on sociologists, anthropologists, ethnologists and other

research were interested in the study of various cultures by case study

method.

4) ROLE PLAY

Role play is a technique that allows students to explore realistic

situations by interacting with other people in a managed way in order

to develop experience and trial difference strategies in a supported

environment. Depending on the intention of the activity, particular

might be playing a role similar to their own or could play the opposite

part of the conversation are interaction.

5) BASKET OF TRAINING

The In basket technique is probably one of the best

know situation or simulation exercises used in assessment centres. It is

a method of acquainting new or promoted employee with the

complexities of their jobs by presenting them with a range of problems

they might find in their in basket when they might find in their of job. It

also helps in acquainting employee about their job.


6) VESTIBULE TRAINING

A method of job education where educational facilities

approximate real working conditions and are equipped with actual

production machinery .in a typical vestibule training situation used by a

manufacturing business, less than ten trainees would be supervised by

one skilled trainer, and the training provided simulates on the job

training without compromising production speed or quality.

7) SIMULATION TRAINING

Based training, involves the use of basic training,

involves the use of basic equipment or computer software to model a

real world scenario. During simulation based training, the learner is

taught how to perform certain tasks or activities in various real world

scenarios so they will be better prepared should the event actually

occur. Simulation training usually occur interacting also see

Gamification.

8) SENSITIVITY TRAINING

Sensitivity training is a training with the goal of making

people more aware of their own goals as well their prejudices, and

more sensitive to other and to the dynamics of group interaction.


9) MANAGEMENT GAMES:

Innovative online management simulation games are excellent teaching

resources for MBA classrooms and program that include business

subjects. Teachers and professors can include activities list demonstrate

the practical application of the business and economic theory .

LIMITATION OF TRAINING AND DEVELOPMENT

Affair and experience process .training may results discoloration of the

work and loss of output process regular office work is lightly to be

interested or declared because of the time spent in training. Sometimes

it is difficult to obtain good training.

Self-reliance and capacity for new ideas might be stiffed .lack of

sufficiently accurate or detailed information on the economy as a

economy whole and regarding possible projects. The fact that a plan is

comprehensive and mathematically consistent does not in itself ensure

that it can be achieved .the comments error in development planning

high rate of growth .The existence of large private sector means that a

large part of the economy is not directly controlled by the planning

authority. A development plan is complementary to and not a substitute

for good and appropriate policies.


CHAPTER-2
INDUSTRIAL PROFILE
INDUSTRY PROFILE

The India Retail Industry is the largest among all the industries,

accounting for over 10 per cent of the country’s GDP and around 8 per cent of

the employment. The Retail Industry in India has come forth as one of the

most dynamic and fast paced industries with several players entering the

market. But all of them have not yet tasted success because of the heavy initial

investments that are required to break even with other companies and

compete with them. The India Retail Industry is gradually inching its way

towards becoming the next boom industry.

The total concept and idea of shopping has undergone an attention

drawing change in terms of format and consumer buying behaviour, ushering

in a revolution in shopping in India. Modern retailing has entered into the

Retail market in India as is observed in the form of bustling shopping centres,

multi-storied malls and the huge complexes that offer shopping,

entertainment and food under one roof.

A large young working population with median age of 24 years,

nuclear families in urban areas, along with increasing workingwomen


population and emerging opportunities in the services sector are going to be

the key factors in the growth of the organized Retail sector in India. The

growth pattern in organized retailing and in the consumption made by the

Indian population will follow a rising graph helping the newer businessmen to

enter the India Retail Industry.

In India the vast middle class and its almost untapped retail industry are
the key attractive forces for global retail giants wanting to enter into newer
markets, which in turn will help the India Retail Industry to grow faster.
Indian retail is expected to grow 25 per cent annually. Modern retail in India
could be worth US$ 175-200 billion by 2016. The Food Retail Industry in
India dominates the shopping basket. The Mobile phone Retail Industry in
India is already a US$ 16.7 billion business, growing at over 20 per cent per
year. The future of the India Retail Industry looks promising with the growing
of the market, with the government policies becoming more favourable and
the emerging technologies facilitating operations.

THE INDIAN RETAIL SCENE

India is the country having the most unorganized retail market. Traditionally
it is a family’s livelihood, with their shop in the front and house at the back,
while they run the retail business. More than 99% retailers function in less
than 500 square feet of shopping space. Global retail consultants KSA
Technopak have estimated that organized retailing in India is expected to
touch Rs 35,000 crores in the year 2005-06. The Indian retail sector is
estimated at around Rs 900,000 crores, of which the organized sector
accounts for a mere 2 per cent indicating a huge potential market opportunity
that is lying in the waiting for the consumer-savvy organized retailer.

Purchasing power of Indian urban consumer is growing and


branded merchandise in categories like Apparels, Cosmetics, Shoes, Watches,
Beverages, Food and even Jewellery, are slowly becoming lifestyle products
that are widely accepted by the urban Indian consumer. Indian retailers need
to advantage of this growth and aiming to grow, diversify and introduce new
formats have to pay more attention to the brand building process. The
emphasis here is on retail as a brand rather than retailers selling brands. The
focus should be on branding the retail business itself. In their preparation to
face fierce competitive pressure, Indian retailers must come to recognize the
value of building their own stores as brands to reinforce their marketing
positioning, to communicate quality as well as value for money. Sustainable
competitive advantage will be dependent on translating core values
combining products, image and reputation into a coherent brand strategy.

There is no doubt that the Indian retail scene is booming. A number of large
corporate houses Tata’s, Raheja’s, Piramals’, Goenka’s have already made
their foray into this arena, with beauty and health stores, supermarkets, self-
service music stores, newage book stores, every-day-low-price stores,
computers and peripherals stores, office equipment stores and
home/building construction stores. Today the organized players have
attacked every retail category. The Indian retail scene has witnessed too many
players in too short a time, crowding several categories without looking at
their core competencies, or having a well thought out branding strategy.

STRATEGIES, TRENDS AND OPPORTUNITIES 2017

Retailing in India is gradually inching its way toward becoming the next boom
industry. The whole concept of shopping has altered in terms of format and
consumer buying behavior, ushering in a revolution in shopping in India.
Modern retail has entered India as seen in sprawling shopping centres, multi-
storied malls and huge complexes offer shopping, entertainment and food all
under one roof. The Indian retailing sector is at an inflexion point where the
growth of organized retailing and growth in the consumption by the Indian
population is going to take a higher growth trajectory. The Indian population
is witnessing a significant change in its demographics. A large young working
population with median age of 24 years, nuclear families in urban areas, along
with increasing workingwomen population and emerging opportunities in the
services sector are going to be the key growth drivers of the organized retail
sector in India.

GROWTH OF RETAIL SECTOR IN INDIA

Retail and real estate are the two booming sectors of India in the present
times. And if industry experts are to be believed, the prospects of both the
sectors are mutually dependent on each other. Retail, one of India’s largest
industries, has presently emerged as one of the most dynamic and fast paced
industries of our times with several players entering the market. Accounting
for over 10 per cent of the country’s GDP and around eight per cent of the
employment retailing in India is gradually inching its way toward becoming
the next boom industry.

As the contemporary retail sector in India is reflected in sprawling shopping


centres, multiplex- malls and huge complexes offer shopping, entertainment
and food all under one roof, the concept of shopping has altered in terms of
format and consumer buying behaviour, ushering in a revolution in shopping
in India. This has also contributed to large-scale investments in the real estate
sector with major national and global players investing in developing the
infrastructure and construction of the retailing business. The trends that are
driving the growth of the retail sector in India are

 Low share of organized retailing


 Falling real estate prices
 Increase in disposable income and customer aspiration
 Increase in expenditure for luxury items (CHART)

Another credible factor in the prospects of the retail sector in India is the
increase in the young working population. In India, hefty pay packets, nuclear
families in urban areas, along with increasing working-women population and
emerging opportunities in the services sector. These key factors have been
the growth drivers of the organized retail sector in India which now boast of
retailing almost all the preferences of life - Apparel & Accessories, Appliances,
Electronics, Cosmetics and Toiletries, Home & Office Products, Travel and
Leisure and many more. With this the retail sector in India is witnessing
rejuvenation as traditional markets make way for new formats such as
departmental stores, hypermarkets, supermarkets and specialty stores.

The retailing configuration in India is fast developing as shopping malls are


increasingly becoming familiar in large cities. When it comes to development
of retail space specially the malls, the Tier II cities are no longer behind in the
race. If development plans till 2007 is studied it shows the projection of 220
shopping malls, with 139 malls in metros and the remaining 81 in the Tier II
cities. The government of states like Delhi and National Capital Region (NCR)
are very upbeat about permitting the use of land for commercial development
thus increasing the availability of land for retail space; thus making NCR
render to 50% of the malls in India.

India is being seen as a potential goldmine for retail investors from over the
world and latest research has rated India as the top destination for retailers
for an attractive emerging retail market. India’s vast middle class and its
almost untapped retail industry are key attractions for global retail giants
wanting to enter newer markets. Even though India has well over 5 million
retail outlets, the country sorely lacks anything that can resemble a retailing
industry in the modern sense of the term. This presents international retailing
specialists with a great opportunity. The organized retail sector is expected to
grow stronger than GDP growth in the next five years driven by changing
lifestyles, burgeoning income and favourable demographic outline.
INDUSTRY EVOLUTION

Traditionally retailing in India can be traced to :

 The emergence of the neighbourhood Kirana stores catering to the convenience of


the consumers.
 Era of government support for rural retail: Indigenous franchise model of store
chains run by Khadi & Village Industries Commission.
 1980s experienced slow change as India began to open up economy.
 Textiles sector with companies like Bombay Dyeing, Raymond's, S Kumar's and
Grasim first saw the emergence of retail chains.
 Later Titan successfully created an organized retailing concept and established a
series of showrooms for its premium watches.
 The latter half of the 1990s saw a fresh wave of entrants with a shift from
Manufactures to Pure Retailers.
 For e.g. Food World, Subhiksha and Nilgiris in food and FMCG; Planet M and
Music World in music; Crossword and Fountainhead in books.
 Post 1995 onwards saw an emergence of shopping centres.
 Mainly in urban areas, with facilities like car parking.
 Targeted to provide a complete destination experience for all segments of society.
 Emergence of hyper and super markets trying to provide customer with 3 V’s -
Value, Variety and Volume.
 Expanding target consumer segment: The Sachet revolution - example of reaching
to the bottom of the pyramid.
 At year end of 2000 the size of the Indian organized retail industry is estimated at
Rs. 13,000 crores.

RETAILING FORMAT IN INDIA

Malls:

The largest form of organized retailing today, located mainly in metro cities, in
proximity to urban outskirts. Ranges from 60,000 sq ft to 7,00,000 sq ft and above.
They lend an ideal shopping experience with an amalgamation of product, service
and entertainment, all under a common roof. Examples include Shoppers Stop,
Pyramid, and Pantaloon.
Specialty stores:

Chains such as the Bangalore based Kids Kemp, the Mumbai books retailer
Crossword, RPG's Music World and the Times Group's music chain Planet M, are
focusing on specific market segments and have established themselves strongly in
their sectors.

Discount Stores

As the name suggests, discount stores or factory outlets, offer discounts on the
MRP through selling in bulk reaching economies of scale or excess stock left over
at the season. The product category can range from a variety of perishable/ non-
perishable goods.
Department Stores:

Large stores ranging from 20000-50000 sq. ft, catering to a variety of consumer
needs. Further classified into localized departments such as clothing, toys, home,
groceries, etc.

Departmental Stores are expected to take over the apparel business from exclusive
brand showrooms. Among these, the biggest success is K Raheja's Shoppers Stop,
which started in Mumbai and now has more than seven large stores (over 30,000
sq. ft) across India and even has its own in store brand for clothes called Stop.

Hyper marts/Supermarkets:

Large self-service outlets, catering to varied shopper needs are termed as


Supermarkets. These are located in or near residential high streets. These stores
today contribute to 30% of all food & grocery organized retail sales. Super
Markets can further be classified in to mini supermarkets typically 1,000 sq ft to
2,000 sq ft and large supermarkets ranging from of 3,500 sq ft to 5,000 sq ft.
having a strong focus on food & grocery and personal sales.

Convenience Stores:

These are relatively small stores 400-2,000 sq. feet located near residential areas.
They stock a limited range of high-turnover convenience products and are usually
open for extended periods during the day, seven days a week. Prices are slightly
higher due to the convenience premium
MBO’s:

Multi Brand outlets, also known as Category Killers, offer several brands across a
single product category. These usually do well in busy market places and Metros.

RECENT TRENDS

 Retailing in India is witnessing a huge revamping exercise as can be seen in the


graph.
 India is rated the fifth most attractive emerging retail market: a potential goldmine.
 Estimated to be US$ 200 billion, of which organized retailing (i.e. modern trade)
makes up 3 percent or US$ 6.4 billion
 As per a report by KPMG the annual growth of department stores is estimated at
24%
 Ranked second in a Global Retail Development Index of 30 developing countries
drawn up by AT Kearney.
 Multiple drivers leading to a consumption boom:
o Favourable demographics
o Growth in income
o Increasing population of women
o Raising aspirations: Value added goods sales
 Food and apparel retailing key drivers of growth
 Organized retailing in India has been largely an urban
 Phenomenon with affluent classes and growing number of double-income
households.
 More successful in cities in the south and west of India. Reasons range from
differences in consumer buying behaviour to cost of real estate and taxation laws.
 Rural markets emerging as a huge opportunity for retailers reflected in the share of
the rural market across most categories of consumption
o ITC is experimenting with retailing through its e-Choupal and Choupal Sagar rural
hypermarkets.
o HLL is using its Project Shakti initiative, leveraging women self-help groups to
explore the rural market.
o Mahamaza is leveraging technology and network marketing concepts to act as an
aggregator and serve the rural markets.
 IT is a tool that has been used by retailers ranging from Amazon.com to eBay to
radically change buying behaviour across the globe.
 E-tailing slowly making its presence felt.

CHALLENGES & OPPORTUNITIES :

Retailing has seen such a transformation over the past decade that its very
definition has undergone a sea change. No longer can a manufacturer rely on sales
to take place by ensuring mere availability of his product. Today, retailing is about
so much more than mere merchandising. It’s about casting customers in a story,
reflecting their desires and aspirations, and forging long-lasting relationships. As
the Indian consumer evolves they expect more and more at each and every time
when they steps into a store. Retail today has changed from selling a product or a
service to selling a hope, an aspiration and above all an experience that a consumer
would like to repeat.

For manufacturers and service providers the emerging opportunities in urban


markets seem to lie in capturing and delivering better value to the customers
through retail. For instance, in Chennai CavinKare’s LimeLite, Marico’s Kaya
Skin Clinic and Apollo Hospital’s Apollo Pharmacies are examples, to name a
few, where manufacturers/service providers combine their own manufactured
products and services with those of others to generate value hitherto unknown. The
last mile connect seems to be increasingly lively and experiential. Also,
manufacturers and service providers face an exploding rural market yet only
marginally tapped due to difficulties in rural retailing. Only innovative concepts
and models may survive the test of time and investments.

However, manufacturers and service providers will also increasingly face a host of
specialist retailers, who are characterized by use of modern management
techniques, backed with seemingly unlimited financial resources. Organized retail
appears inevitable.

Retailing in India is currently estimated to be a US$ 200 billion industry, of which


organized retailing makes up a paltry 3 percent or US$ 6.4 billion. By 2010,
organized retail is projected to reach US$ 23 billion. For retail industry in India,
things have never looked better and brighter. Challenges to the manufacturers and
service providers would abound when market power shifts to organized retail.

The retail sector has played a phenomenal role throughout the world in increasing
productivity of consumer goods and services. It is also the second largest industry
in US in terms of numbers of employees and establishments. There is no denying
the fact that most of the developed economies are very much relying on their retail
sector as a locomotive of growth. The India Retail Industry is the largest among all
the industries, accounting for over 10 per cent of the country’s GDP and around 8
per cent of the employment. The Retail Industry in India has come forth as one of
the most dynamic and fast paced industries with several players entering the
market. But all of them have not yet tasted success because of the heavy initial
investments that are required to break even with other companies and compete
with them. The India Retail Industry is gradually inching its way towards
becoming the next boom industry.
CHAPTER 3
COMPANY PROFILE
Big Bazaar

Type Public

Industry Retailing

Founded 2001

Headquarters Mumbai, Maharashtra, India

Products Department store

Revenue Rs 6000 crores (in 2011) (Big


Bazaar and Food Bazaar
combined)

Employees ~ 36000 people [1]

Parent Future Group

Divisions ~ 100

Website Big Bazaar

Big Bazaar is a chain of hypermarket in India. Currently there are 214 stores

across 90 cities and towns in India covering around 16 million sq.ft. of retail space.
Big Bazaar is designed as an agglomeration of bazaars or Indian markets with

clusters offering a wide range of merchandise including fashion and apparels, food

products, general merchandise, furniture, electronics, books, fast food and leisure

and entertainment sections.

Big Bazaar is part of Future Group, which also owns the Central

Hypermarket, Brand Factory, Pantaloons, EZONE, Hometown, futurebazaar.com,

KB's Fair Price to name a few and is owned through a wholly owned subsidiary

of Pantaloon Retail India Limited (BSE: 523574 523574), that is listed on Indian

stock exchanges.

History
Big Bazaar was launched in September, 2001 with the opening of its first four

stores in Calcutta, Indore, Bangalore and Hyderabad in 22 days. Within a span of

ten years, there are now 161 Big Bazaar stores in 90 cities and towns across India.

Big Bazaar was started by Kishore Biyani, the Group CEO and Managing

Director of Pantaloon Retail India. Though Big Bazaar was launched purely as a

fashion format including apparel, cosmetics, accessory and general merchandise,

over the years Big Bazaar has included a wide range of products and service

offerings under their retail chain. The current formats include Big Bazaar, Food

Bazaar, Electronic Bazaar and Furniture Bazaar. The inspiration behind this entire

retail format was from Saravana Stores, a local store in T. Nagar, Chennai
The stores are customized to provide the feel of mandis and melas while offering

the modern retail features like Quality, Choice and Convenience. As the modern

Indian family's favorite retail store, Big Bazaar is popularly known as the

"Indian Walmart".

On successful completion of ten years in Indian retail industry, in 2011, Big

Bazaar has come up a new logo with a new tag line: ‘Naye India Ka Bazaar’,

replacing the earlier one: 'Isse Sasta Aur Accha Kahin Nahin'.
A PICTURE OF BIG BAZAAR (Rajahmundry)

Most Big Bazaar stores are multi-level and are located in stand-alone buildings in

city centres as well as within shopping malls. These stores offer over 200,000

SKUs in a wide range of categories led primarily by fashion and food products.

Food Bazaar, a supermarket format was incorporated within Big Bazaar in 2002

and is now present within every Big Bazaar as well as in independent locations. A

typical Big Bazaar is spread across around 50,000 square feet (4,600 m2) of retail

space. While the larger metropolises have Big Bazaar Family centres measuring

between 75,000 square feet (7,000 m2) and 160,000 square feet (15,000 m2), Big

Bazaar Express stores in smaller towns measure around 30,000 square feet

(2,800 m2).
Big Bazaar has the facility to purchase products online through its official web

page, and offers free shipping on some of their products.

Innovations :

Wednesday Bazaar
Big Bazaar introduced the Wednesday Bazaar concept and promoted it as “Hafte

Ka Sabse Sasta Din”. It was mainly to draw customers to the stores on

Wednesdays, when least number of customers are observed. According to the

chain, the aim of the concept is "to give homemakers the power to save the most

and even the stores in the city don a fresh look to make customers feel that it is

their day".

Sabse Sasta Din


With a desire to achieve sales of Rs 26 Crore in a one single day, Big Bazaar

introduced the concept of "Sabse Sasta Din". The idea was to simply create a day

in a year that truly belonged to Big Bazaar. This was launched on January 26, 2006

and the result was exceptional that police had to come in to control the mammoth

crowd. The concept was such a huge hit that the offer was increased from one day

to three days in 2009 (24 to 26 Jan) and to five days in 2011 (22-26 Jan).

Maha Bachat:
Maha Bachat was started off in 2006 as a single day campaign with attractive

promotional offers across all Big Bazaar stores. Over the years it has grown into a

6 days biannual campaign. It has attractive offers in all its value formats such as
Big Bazaar, Food Bazaar, Electronic Bazaar and Furniture Bazaar - catering to the

entire needs of a consumer.

The Great Exchange Offer


On February 12, 2009 Big Bazaar launched "The Great Exchange Offer", through

with the customers can exchange their old goods in for Big Bazaar coupons. Later,

consumers can redeem these coupons for brand new goods across the nation.
Profile of Future Group

As India’s leading multi-format retailer Future Group inspires trust through

innovative offerings, quality products and affordable prices that help

customers achieve a better quality of life every day.

Future Group comprises operating businesses in three sectors: Retail, Allied

Services and Finance. Leveraging a strong understanding and knowledge of Indian

consumer preferences, habits and aspirations, we have built some of the most

respected retail brands in the country. Our retail business across the value and

lifestyle segments focuses on 4 key consumption verticals: food, fashion, general

merchandise and home.

RETAIL

FINANCE

SERVICE
Future Group, led by its founder and Group CEO, Mr. Kishore Biyani, is one of

India’s leading business houses with multiple businesses spanning across the

consumption space. While retail forms the core business activity of Future Group,

group subsidiaries are present in consumer finance, capital, insurance, leisure and

entertainment, brand development, retail real estate development, retail media and

logistics.

Future Value Retail Limited is a wholly owned subsidiary of Pantaloon Retail

(India) Limited. This entity has been created keeping in mind the growth and the

current size of the company’s value retail business, led by its format divisions,

Big Bazaar and Food Bazaar.

The company operates 120 Big Bazaar stores, 170 Food Bazaar stores, among

other formats, in over 70 cities across the country, covering an operational retail

space of over 6 million square feet. As a focussed entity driving the growth of the

group's value retail business, Future Value Retail Limited will continue to deliver

more value to its customers, supply partners, stakeholders and communities

across the country and shape the growth of modern retail in India.
A subsidiary company, Home Solutions Retail (India) Limited, operates Home

Town, a large-format home solutions store, Collection i, selling home furniture

products and EZone focussed on catering to the consumer electronics segment.

Pantaloon Retail is the flagship company of Future Group, a business group

catering to the entire Indian consumption space.

Pantaloon Retail (India) Limited, is India’s 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 16

million square feet of retail space, has over 1000 stores across 73 cities in India

and employs over 30,000 people.

The group’s speciality retail formats include supermarket chain - Food Bazaar,

sportswear retailer - Planet Sports, electronics retailer - eZone, home

improvement chain -Home Town and rural retail chain - Aadhaar, among others.

It also operates popular shopping portal - www.futurebazaar.com.

Future Group believes in developing strong insights on Indian consumers and

building businesses based on Indian ideas, as espoused in the group’s core value of

‘Indianans.’ The group’s corporate credo is, ‘Rewrite rules, Retain values.’
INTRODUCTION OF PANTALOON RETAIL(INDIA)LIMITED

Pantaloon Retail (India) Limited, is India's leading retailer that operates multiple

retail formats in both the value and lifestyle segment of the Indianconsumer

marker. Headquartered in Mumbai (Bombay), the company operates over 5 million

square feet of retail space, has over 350 stores across40 cities in India and employs

over 18,000 people.

The company's leading formats include Pantaloons, a chain of fashion outlets, Big

Bazaar, a uniquely Indian hypermarket chain, Food Bazaar,supermarket chain,

blends the look, touch and feel of Indian bazaars with aspects of modern retail like

choice, convenience and quality and Central, chain of seamless destination malls.

Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky,

Fashion Station, all, Top 10m Bazaar and Star and Sitara. The company also

operates an online portal

futurebazaar.com

A subs diary company, Home Solutions Retail (India) Limited, operates Home

Town, a large-format home solutions store, Collection i, selling home Furniture

products and E-Zone focussed on catering to the consumer electronics segment


Pantaloon Retail was recently awarded the International Retailer of the Year 2007

by the US-based National Retail Federation (NRF) and the Emerging Market

Retailer of the Year 2007 at the World Retail Congress held in Barcelona

Pantaloon Retail is the flagship company of Future Group, a business group

catering to the entire Indian consumption space.

Future Group

Future Group is India's leading business group that caters to the entire Indian

consumption space. Led by Mr. Kishore Biyani, the Future Group operates through

six verticals: operates through six verticals: Retail, Capital. Brands, Space, Media

and Logistics.

Apart from Pantaloon Retail, the group's presence in the retail space is

complemented by group companies, Indus League Clothing, which owns leading

apparel brands like Indigo Nation, Scullers and Urban Yoga, and Galaxy

Entertainment Limited that operates Bowling Co, Sports Bar, F123 and Brew Bar

The group's joint venture partners include French retailer ETAM group US-based

stationary products retailer, Staples and UK-based Lee Cooper Group company,

Planet Retail, owns and operates the franchisee ofinternational brands like Marks
& Spencer, Next, Debenhams and Guess in India. The group's Indian joint venture

partners include, Maniple Healthcare Talwalkar's, Blue Foods and Liberty Shoes

Future Capital Holdings, the group's financial arm, focuses on asset management

and consumer credit. It manages assets worth over $1 billion that are being

invested in developing retail real estate and consumer-related brands and hotels.

The group has launched a consumer credit and financial supermarket format,

Future Money and soon plans to offer insurance products through a joint venture

with Italian insurance major, General.

The group is currently developing over 50 malls and consumption centres across

the country and has formed a joint venture company focusing on mall management

with Singapore-based CapitaLand, one of Asia's largest property companies

Future Group's vision is to deliver Everything, Everywhere, Every time to Every

Indian Consumer in the most profitable manner." The group considers 'Indian-ness'

as a core value and its corporate credo is Rewrite rules, Retain values
Group Websites:

 Futurebazaar.com

 Future group. in

 Kshitijfund.com

3.1. Future Group Manifesto

"Future" the word which signifies optimism, growth, achievement, strength,

beauty, rewards and perfection. Future encourages us to explore areas yet

unexplored, write rules yet unwritten: create new opportunities and new successes.

To strive for a glorious future brings to us our strength, our ability to learn, unlearn

and re-learn, our ability to evolve.

We, in Future Group, will not wait for the Future to unfold itself but create

futurescenarios in the consumer space and facilitate consumption because

consumption is development. Thereby, we will effect socio-economic development

for our customers, employees, shareholders, associates and partners.

Our customers will not just get what they need, but also get them where, how and

when they need.


We will not just post satisfactory results, we will write success stories.

We will not just operate efficiently in the Indian economy, we will evolve it.

We will not just spot trends, we will set trends by marrying our understanding of

the Indian consumer to their needs of tomorrow.

It is this understanding that has helped un succeed. And it is this that will help us

succeed in the Future. We shall keep relearning. And in this process, do just one

thing

Rewrite Rules. Retain Values.

3.2. Group Vision

Future Group shall deliver Everything, Everywhere. Every time for Every Indian Consumer in

the most profitable manner.


3.3. 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.

3.4. Core Values

 Indianans: confidence in ourselves.

 Leadership: to be a leader, both in thought and business.


 Respect & Humility: to respect every individual and be humble in

ourconduct.

 Introspection: leading to purposeful thinking.

 Openness: to be open and receptive to new ideas, knowledge and

information.

 Valuing and Nurturing Relationships: to build long term relationships.

 Simplicity & Positivity: Simplicity and positivity in our thought, business

and action

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

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

3.5. Major Milestones

1987 Company incorporated as Manz Wear Private Limited.

Launch of Pantaloons trouser, India's first formal trouser

brand

1991 Launch of BARE, the Indian jeans brand

1992 Initial public offer (IPO) was made in the month of May.

1994 The Pantaloon Shoppe exclusive menswear store in

franchiseeformat launched across the nation. The company

starts thedistribution of branded garments through multi-

brand retailoutlets across the nation.


1995 John Miller Formal shirt brand launched.

1997 Pantaloons India's family store launched in Kolkata.

2001 Big Bazaar, 'Is se siesta aur accha kahi nahin India's first

hyper market chain launched.

2002 Food Bazaar, the supermarket chain is launched.

2004 Central Shop, Eat, Celebrate In The Heart Of Our City India's first

seamless mall is launched in Bangalore

2005 Fashion Station the popular fashion chain is launched all a little larger

exclusive stores for plus-size in dividual is launched

2006 Future Capital Holdings, the company's financial arm launches real

estate funds Kshitij and Horizon and private equity fund In division.

Plans forays into insurance and consumer credit Multiple retail formats

including Collection i, Furniture Bazaar Shoe Factory. EZone, Depot

and futurebazaar.com are launched across the nation .Group enters into

joint venture agreements with ETAM Groupand Generali


3.6. BOARD OF DIRECTORS

G.N. Bajpai-Chairman
Mr.Ghyanendra Nath Bajpai is Chairman of the Board of Directors of the

Company. Mr. Bajpai is a distinguished leader in Indian business. He has held

offices as the Chairman of the Securities and Exchange Board of India (SEBI) and

Chairman of the Life Insurance Corporation of India (LIC).

Kishore Biyani-Non Executive Director


Mr. Kishore Biyani is a Non-Executive Director on the Board of the Company.Mr.

Biyani founded Pantaloons in 1997.He has also established a number of popular

retail formats, including Big Bazaar, Central, Food Bazaar, Brand Factory and

Home Town, which cater to a wide cross-section of Indian consumers.

Vijay Biyani-Non Executive Director


Mr. Vijay Biyani is a non-executive director on the Board of the Company. Mr.

Vijay Biyani has more than thirty two years of experience in manufacturing,

textiles and retail industry


Krishan Kant Rathi-Non Executive Director
With an experience of more than 26 years, Mr. Krishan Kant Rathi has a deep

insight of various verticals, such as Corporate Finance, Strategic Business

Planning and Investment Advisory.

Hayden Seach- Non – Executive Director


Mr. Hayden Seach is an Additional Director on the Board of the Company and

Head of Global Corporate & Commercial for Generali Asia. He has over two

decades of underwriting experience in the commercial general insurance sector. He

is an emerging markets specialist with a wealth of diverse experience and expertise

matured in many markets across the Middle East, Africa and Asia.

Jennifer Sparks-Non – Executive Director


Ms. Jennifer Sparks is an Additional Director on the Board of the Company and

Chief Financial Officer for Generali Asia. She is responsible for driving the

regional finance and accounting operations as well as monitoring the financial

management of Generali’s businesses in Asia.

Bhavna Doshi-Independent Director


Ms. Bhavna Doshi is the first Independent Woman Director of the Company. She

is a qualified Chartered Accountant and was recognised as the best lady candidate.

She brings with her over 25 years of experience and was earlier a partner with full

member firm of KPMG in India.


Dr. Devi Singh-Independent Director
Dr. Devi Singh, is currently the Vice Chancellor of FLAME university, Pune. He

spent about a year in Jaipur setting up a new University before moving to Pune in

August 2016

Abhinandan K Jain-Independent Director


"Mr. Abhinandan Jain, with special interest in customer based business strategy

and case method of learning, is an adjunct Professor at Indian Institute of

Management, Ahmedabad (IIMA) since 2011. He retired as a professor in 2010

after completing 40 years of service having taught a multitude of students pursuing

master’s and doctoral level programs.

K.G. Krishnamoorthy Rao-Managing Director & Chief Executive Officer


K.G. Krishnamoorthy Rao is the Managing Director & Chief Executive Officer of

Future Generali India Insurance Company Limited, which is a joint venture

between two business houses Future Group and Generali Group. He is responsible

for the entire business of Non-Life in India. Rao joined Future Generali as Chief

Underwriting officer in 2007.


3.7. AFFILIATE COMPANIES
Partner Companies

Home Solutions Retail (India) Ltd.

Home Solutions Retail (India) Ltd. (HSRIL) leads the groups foray in the home

improvement and consumer electronics retailing segment. It caters to nome

management requirements and products, including furnishings and textiles,

furniture, consumer electronics, home electronics and home services. It operates

retail formats like Home Town, Furniture Bazaar Collection E-Zone, Electronics

Bazaar and Got it.

FutureCapital Holdings

Future Capital is the financial arm of the group and is involved in asset

management (both private equity and real estate funds) with plans to get into other

financial services including insurance, credit and other consumer related financial

services. It's associate companies are Kshitij Investment Advisory Co. Ltd.,

Indivision Investment Advisers Ltd., and Ambit Investment Advisory Co, Ltd

IndusLeagueClothingLtd.

The group owns a majority stake in Indus League Clothing Ltd. one of the leading

apparel manufacturers and marketers in India. Some of its leading brands include

Indigo Nation, Scullers, Urbana, Urban Yoga and Jealous

Galaxy Entertainment Corporate Ltd.


The group owns a stake in Galaxy Entertainment Corporate Ltd, thatoperates

chains like Bowling Company, Sports Bar and Brew Bar

Joint Ventures Companies

Planet Retail Holdings Ltd.

The group is a joint venture partner in Planet Retail Holdings Ltd., which operates

sports, lifestyle and leisure retail chain. It also owns the franchisee and distribution

rights of brands like Marks & Spencer, Guess, Debenhams and Puma in India

Footmart Retail

Footmart Retail is a joint venture with Liberty Shoes and is engaged in theretailing

of footwear products in India.

CapitaL and Retail lndia

The group is a joint venture partner in CapitaLand Retail India, along with

Singapore-based Capital and Limited. The company provides retail management

services to retail properties owned or managed by various group companies and

investment funds.

3.8. Awards & Recognition

2007

National Retail Federation Awards

International Retailer for the Year 2007 Pantaloon Retail (India) Ltd
 The National Retail Federation is the world's largest retail tradeassociation

with over 1.4 million members in the US and across the world. Some of the

past winners of the award include Metro AG(Germany). Carrefour (France),

Zara (Spain), Boticario (Brazil) and Ito Yokado (Japan). The award was

presented at the Retail's Big Show held in January 2007 in New York

World Retail Congress Awards

Emerging Market Retailer of the Year 2007 Pantaloon Retail (India) Ltd

 The inaugural World Retail Congress held in Barcelona, Spain in

March2007 attracted over one thousand retail professionals from over sixty

countries. The awards were decided by a multinational Grand Jury Winners

in other categories included Inditex, Mall of Emirates, Marks &Spencer and

IKEA

Hewitt Best Employers 2007

 Best Employers in India (Rank 14th) Pantaloon Retail (India) Ltd Leading

human resources consultancy, Hewitt Associates conducts an annual survey

of the best employers in India, as part of its global initiative. It is based on

CEO interview, People Practices Inventory and Employee Opinion Surveys

Pantaloon Retail became the only retailer to feature among the twenty-five

best employers in India.

PC World Indian Website Awards

Best Indian Website In The Shopping Category Futurebazaar.com


 PC World, a leading consumer technology magazine selected the best Indian

websites in various categories based on use of technology for delivering

solutions, information being presented in an intuitive and concise manner

and overall experience aided by design.

Reader's Digest Trusted Brands Platinum Awards

Trusted Brands Platinum Award (Supermarket Category) Big Bazaar


Concept of training and development:

In simple terms, training and development refers to the imparting of specific

skills, abilities and knowledge to an employee. A formal definition of training and

development is it is any attempt to improve current or future employee

performance by increasing an employee’s ability to perform through learning ,

usually by changing the employee’s attitude or increasing his or her skills and

knowledge . The need for training and development is determined by the

employee’s performance deficiency.

Organisation culture: Training and development helps to develop and improve

the organisational health culture and effectiveness. It helps in creating the

learning culture within the organisation.

Organisation climate: Training and development helps building the positive

perception and feeling about the organisation. The employee get these feelings

from leaders, subordinates, and peers.

Importance of training and development:

Training and development presents a prime opportunity to expand the

knowledge base of all employees but many employees find the development

opportunities expensive employees also miss out on work time while

attending training expensive sessions, which may delay the completion of


projects. Despite the potential draw backs training and deve lopment

provides both the company as a whole and the individual employees with

benefits that make the cost and time a worthwhile investment.

Conclusion:

In conclusion, we all know that training and development programs are

important for an organisation to develop the employee. When a in his own

feet. An organisation through flowered by creams of the society, still training

is required due to he rapid technological up gradation and change in working

methods every one change in working methods every day. Training aims at

continued self-development of the employee. Employees are excepted to

develop themselves continuously in an organisation. When the employee in

an organisation are development from time to time with all update

knowledge ,then definitely that organisation in working methods every


themselves continuously in an organisation .Employee are expected to

develop themselves continuously in an organisation are develop from time to

time with all updates knowledge, then definitely that organisation will grow

to a greater height .

FINDINGS OF TRAINING AND DEVELOPMENT:


1. The most preferred method of training on the job.

2. A training and development program is successful when it meets all the

stated objectives with competent faculties & useful resources that

make the learning easy.

3. The training and development program helps in the faster growth rate

of employees in the organization by improving the productivity level

and strengthening areas where an employee lags.

4. The success of a training and development program depends on the

amount of transfer of training i.e, how far the employee could bring the
learning (from the training and development program ) back into the

job.

5. The motivation obtained from the training and development program

impacts the productivity and these the success of a training and

development program.

6. Job commitments and pressure from superiors are a major factors in

attending a training and development program.

7. The common human psychology of human beings preferring / inclining

towards news and innovative things and events are applicable to the

training and development program as well-factors like new innovations

and technology and the opportunity to interact with other participants (

which are different from the routinely schedule ) facilities the

employees mindset to attend the training and development program.


Questionnaire
1.Your organisation considers training as a part of organisational strategy. Do you
agree with this statement?

a)strongly agree b)agree

c)somewhat agree d)disagree

Strongly agree Agree Somewhat agree disagree


75% 25% 0% 0%
Somewhat Agree, 0%
Disagree, 0%

Agree ,
25%
Strongly Agree
Agree
Strongly Agree Somewhat Agree
, 75%
Disagree

Explanation:

2. what kind of training methods do you prefer?

a) on the job method b) off the job method

c)both

On the job method Off the job method both


75% 13% 12%
Both, 12%
off the job method,
13%

On the job method


On the job method , off the job method
75%
Both

Explanation:

3. Does the induction training (NHT-New Hired Training) is a well planned


exercise in the organisation?

a)strongly agree b)agree

c)disagree

Strongly agree Agree Disagree


81% 19% 0%
Disagree, 0%

agree, 19%

Strongly agree
agree
Strongly agree , 81%
Disagree

Explanation:

4.what kind of training methods does the organisation provides to train the
employees?

a)on the job training methods b)off the job training methods

c)audio visuals d)lectures

e)all of the above

On the job Off the job Audio visuals lectures All the above
training training
methods methods
13% 6% 6% 0% 75%
On the job training
methods, 13%
off the job training
methods, 6%
Audio visuals, 6%

On the job training methods


off the job training methods
All of the Above,
75% Audio visuals
lectures
All of the Above

lectures, 0%

Explanation:

5.Training program helped to increase the productivity of the organisation?

a)strongly agree b)agree

c)disagree d)strongly disagree

Strongly agree agree disagree Strongly diagree


88% 13% 0% 0%
strongly
Disagree, 0% disagree, 0%

Agree, 13%

Strongly agree
Agree
Strongly agree, 88% Disagree
strongly disagree

Explanation:

6.does the training program enable the employees to be accountable and


authoritative in making decision?

a)yes b)no

yes No
94% 6%
No, 6%

Yes
Yes, 94% No

Explanation:

7.Does the training method focus on development team work and leadership skills?

a)yes b)no

yes no
100% 0%
No, 0%

Yes
No

Yes , 100%

Explanation:

8. Does the development activity helps the management in identifying and


analysing, forecasting, planning changes needed in company HR area?

a) Yes b) NO

yes no
81% 19%
NO-19%

Yes
NO
Yes -81%

Explanation:

9.Does the training helps to improve employee-employer relationship?

a)yes b)no

yes no
94% 6%
No, 6%

Yes
No

Yes, 94%

Explanation:

10. How often the training program are conducted in your organisation?

a) every month b)every quarter

c) half yearly d)once in a year.

Every month Every quarter Half yearly Once in ayear


94% 6% 0% 0%
Half yearly, 0%
Every quarter, 6% Once in a year, 0%

Every month
Every quarter
Half yearly
Every month, 94% Once in a year

Explanation:

11.Does the training helps to increase motivation level of employees?

a)yes b)no

yes no
88% 13%
No-13%

Yes
No
Yes-88%

Explanation:

12.Does training enable employees more productive?

a)yes b)no

yes no
63% 38%
No, 38%

Yes , 63% Yes


No

Explanation:

13.Are you satisfied with present method of selection of candidates for training?

a)yes b)no

yes no
69% 31%
No-31%

Yes
Yes -69% No

Explanation:

14.Does training and development activities helps the organisation to maintain


employee retention?

a)yes b)no

yes no
71% 29%
No-29%

Yes
Yes-71% No

Explanantion:

15. Organisation has a training and development policy applicable to all


employees?

a)not all the true b)rarely true

c)sometimes all true d)mostly true

e)almost always true

Not all the true Rarely true Sometimes all Mostly true Almost always
true true
6% 25% 63% 6% 0%
Almost always
true-0%

Mostly true-6% Not all the true-6%

Rarely true-25%
Not all the true
Rarely true
Sometimes all true Sometimes all true
-63%
Mostly true
Almost always true

Explanation:
SUMMARY OF THE STUDY:

Training and development is a perfect way to improve the competitiveness of

an organisation. It also enhances the employees skills, abilities, and many

other aspects actually, both of employees and organisations obtain the

benefits. Training and development program is one of the best ways to

expand the span of management. It is also to save money for organisation.

They will become competent and perform their assigned task independently

training can reduce staff turn over and help an organisation to retain its staff.

Better training can make a organisation more competitive in business market.

Trained employee become efficient. Efficient employees contribute to the

organisation finally, training and development can a bring a lot of benefits to

both of organisation employees. Training and development managers work in

offices and spend much of their time working with people. most work full

time during regular business hours. Explore resources for employment and

wages by state and area for training and development managers.


SUGGESTIONS OF TRAINING AND DEVELOPMENT:

 Provide adequate training programme to each and every person

arranged accordingly. The result of the training program also should

be analysed and training should be arranged periodically.

 Company has to introduce affective training in every department of

the firm, so as it help to learn more knowledge in the subject.

 As a government organization, the HR department in MONDOM v1

may hold discussion with other department heads and trade union

leaders and plan various training classes to workers to make them

more aware about changing trends.

 Provide employees motivation programs and other training

programs for the development towards profit making.

 On the job training and off the job training is equally important .

provide both the training continuously to the employees.

 Ensure that there is a proper linkage among organizational

,operational and individual training needs.

 Skill based training (product/ process training) should be provided.